Agrani Bank Limited Annual Report 2012

Annual Report
2012
9/D Dilkusha Commercial Area Dhaka 1000
www.agranibank.org
02
Corporate Profile 09
Vision, Mission, Motto, Values 10
Strategic Objectives, Ethical Standards 11
Notice of the Sixth Annual General Meeting 12
Letter of Transmittal 13
Board of Directors 14
Board Audit Committee, Trustees of ABL Employees Provident Fund 16
Auditors, Credit Rating Company, Income Tax Advisor, Legal Consultant 16
Management Team 17
Five Years Performance at a Glance 20
Graphical presentation of Performance 22
Major Achievements in 2012 24
Chairmans Message 25
Highlights of 2012 28
Managing Director & CEOs Round Up 29
Shareholders' Information 32
Picture of Annual General Meetings 33
Financial Highlights of 2012 and 2011 35
Key Ratios 36
Graphical Presentation of Key Financial Information 37
Maintaining Capital Adequacy 39
Products and Services 40
Risk Management 43
Disclosure Under BASEL II 49
Corporate Social Responsibility 59
Directors Report to the Shareholders 65
Global Economic Scenario 66
Track Record of Bangladesh Economy 67
Macro Economic Scenario of Bangladesh 68
Medium Term Prospect of Bangladesh Economy 73
Digital Bangladesh 75
Perspective Plan 2010-2021 76
Emergence of Agrani Bank Limited 77
Contents
Annual Report 2012 03
04
Progress Achieved in 2012 79
Shareholders Equity 79
Funding Structure 79
Asset Portfolio 80
Business Performance 80
Deposits 80
Import-Export Business 81
Foreign Remittance Business 82
Guarantee Business 84
Fund Management and Treasury Operation 84
Investment 85
Loans and Advances 86
Industrial Credit 88
Credit Lines 89
Loan to Power and Health Sector 90
Syndication Financing 90
Green Banking Financing 91
SME Financing 92
NGO Linkage Programs of ABL 93
Foreign Aided Credit Programs of ABL 93
Agriculture and Rural Credit 95
Loan Classification and Provisioning 96
Loan Recovery Activities 96
Six Subsidiary Companies of ABL 97
Agrani Equity & Investment Limited 97
Agrani SME Financing Company Limited 100
Agrani Exchange House Private Limited, Singapore 102
Agrani Remittance House Sdn. Bhd., Malaysia 103
Agrani Remittance House Canada Inc. 104
Agrani Exchange Company (Australia) Pty. Limited 105
Financial Performance 106
Total Operating Income and Operating Expenditure 106
Net Interest Income, Operating Profit 106
Capital Adequacy Ratio 107
Automation and Modernization 108
Overall Automation 109
Contents
Online Banking 110
BACH, BEFTN, SWIFT, e-GP 112
ATM, Mobile Banking 113
Agent Banking 114
Distribution of SEQAEP Stipend 115
Online CIB Reporting 116
Newsletter 116
Audit & Inspection during 2012 116
Business Risk Management 118
Credit Rating 120
Implementation of Basel II 121
Corporate Social Responsibility 121
HR Management and Development 122
Planning, Recruitment, Promotion & Departure 122
Training and Development 124
Contribution to National Exchequer 127
Outlook for 2013 128
Preparation of Financial Statements 128
Dividend Declaration 129
Appointment of Auditors 129
Acknowledgements 129
Corporate Governance 131
Meetings of the Old Board during 2012 132
Meetings of the New Board during 2012 132
Independent Directors 133
Audit Committee of the Old Board 133
Role of Audit & Inspection Division 134
Role and Function of Internal Control & Compliance Division 134

Contents
06
Bangladesh Banks Guideline for Corporate Governance 135
Directors Statement of Responsibilities 138
Report of the Board Audit Committee 139
Auditors Report & Audited Financial Statements 141
Auditors Report 142
Consolidated Balance Sheet 144
Consolidated Off Balance Sheet Items 145
Consolidated Profit and Loss Account 146
Consolidated Cash Flow Statement 147
Consolidated Statement of Changes in Equity 148
Consolidated Liquidity Statement 149
Notes to the Financial Statements 156
Nostro Accounts Outside Bangladesh 215
Details of Advance Tax and Provision of Taxation 216
Fixed Assets Including Land, Buildings, Furniture and Fixtures 217
Highlights on the Overall Activities of the Bank 222
Islamic Banking Unit of ABL 223
Auditors Report & Financial Statements of 4 Subsidiary Companies 227
Agrani Equity & Investment Limited 227
Agrani SME Financing Company Limited 242
Agrani Exchange House Private Limited, Singapore 267
Agrani Remittance House Sdn. Bhd., Malaysia 291
Circle Offices 312
Zones 313
Corporate Branch Offices 314
AD Branch Offices 315
Zone-wise List of Branches 318
Glossary of Acronyms 323
Contents
Presentation of Performance 22
Operating Profit 22
Net Asset Value Per Share 22
Deposit 22
Net Loans and Advances 22
Shareholders Equity 23
Cost to Income Ratio 23
Non Interest Income 23
Non Performing Assets 23
Major Achievements in 2012 24
Highlights of 2012 28
Presentation of Key Financial Information 37
Deposit Mix of 2012 37
Advance Deposit Ratio 37
Loans & Advance Matrix 2012 37
Total Classified Loans in Percentage 37
Net Classified Loans to Net Loans in Percentage 37
Constituent of Assets 2012 37
Fixed Assets Growth 38
Capital Growth 38
Growth of Advances 2012 38
Growth of Deposits 2012 38
Asset Portfolio 80
Deposit Mix 2012 81
Country-wise Remittance 2012 83
Investment 2012 86
Sector-wise Position of Loans 87
Graphs
Five Years' Performance at a Glance 20
Distribution of Shares 32
Shares held by Directors as on 31 December 2012 32
Financial Highlights 35
Key Ratios 36
Capital Structure 53
Balance Sheet Exposure : Region-wise 55
Off Balance Sheet Exposure : Region-wise 55
Credit Exposure : Sector-wise 55
Contribution to CSR Activities 64
Sources of Fund 80
Asset Portfolio 80
Types of Deposit 81
Bank-wise Position of Remittance 82
Country-wise Remittance 83
Item-wise Income of Treasury 85
Investment 2012 and 2011 86
Sector-wise Loans 2012 and 2011 87
Comparative Study of Project Loans 88
Credit Lines 89
SME Position of ABL in 2012 93
Recovery Position of Classified and Overdue Loans & Advances 97
Appropriation of Profit 106
Details of Capital Adequacy 107
Audit Plan for the Year 2013 117
Credit Rating 120
CSR Activities of 2012 122
Training Courses in 2012 125
Workshops in 2012 126
Contribution to National Exchequer 127
Meetings of the Board During 2012 132
Meetings of the Board Audit Committee 2012 133
08
Tables
Corporate Profile
As on 31.12. 2012
Genesis Agrani Bank Limited (ABL) was incorporated as a State owned
Commercial Bank (SCB) on 17 May 2007 under the Companies Act 1994.
Agrani Bank emerged as a Nationalized Commercial Bank (NCB)
following the Bangladesh Banks (Nationalization) Order 1972 vide
President's Order No. 26 of 1972. On a going concern basis ABL took over
the business, assets, liabilities, rights and obligations of Agrani Bank
through a vendor's agreement signed on 15 November 2007 between the
Ministry of Finance of the Peoples Republic of Bangladesh & the Board of
Directors of ABL with retrospective effect from 1 July 2007.
Legal Status Public Limited Company (governed by the Bank Companies Act 1991)
Chairman Khondoker Bazlul Hoque, PhD
Managing Director & CEO Syed Abdul Hamid, PhD, FCA
Company Secretary Badal Chandra Dey
Registered Office 9/D Dilkusha Commercial Area Dhaka 1000 Bangladesh
Authorised Capital Tk. 2500.00 Crore
Paid up Capital Tk. 991.29 Crore
Operating Profit Tk. 1006.74 Crore
Credit Rating By CRISL (Rating declared on 26 September 2012)
Entity Rating 2011 Long Term Short Term
(As Government Guaranteed Bank) AAA ST- 1
Surveillance Rating 2011
(Stand Alone Basis)
Outlook 2011 Stable
Employees 13,890 (9,917 officers and 3,973 staffs)
Branches 889
Subsidiary Companies 6
Phone +88-02-9566153-4, +88-02-9566160-9, +88-02-9566074-5
Fax +88-02-9562346, +88-02-9563662, +88-02-9563658
SWIFT AGBKBDDH
Website www.agranibank.org
E-mail agrani@agranibank.org info@agranibank.org
A+ ST- 2
Vision
To become the best leading state owned commercial bank
of Bangladesh operating at international level of efficiency,
quality, sound management, customer service and strong
liquidity.
Mission
To operate ethically and fairly within the stringent
framework set by our regulators and to assimilate ideas
and lessons from best practices to improve our business
policies and procedures to the benefit of our customers
and employees.
Motto
To adopt and adapt modern approaches to stand supreme
in the banking arena of Bangladesh with global presence.
Values
We value in integrity, transparency, accountability, dignity,
diversity, growth and professionalism to provide high level
of service to all our customers and stakeholders inside and
outside the country.
10
Strategic Objectives
1. Winning at least 6.50 percent share of deposits and 5.50 percent
share of loans and advances of Bangladeshi market.
2. Gaining competitive advantages by lowering overall cost compared to
that of competitors.
3. Overtaking competitors by providing quality customer service.
4. Achieving technological leadership among the peer group.
5. Strengthening the Banks brand recognition.
6. Contributing towards the economic well-being of the country by
focusing particularly on SME and agricultural sectors.
7. Strengthening research capability for innovative products and
services.
Ethical Standards
1. Be Trustworthy: We believe in mutual trust and treat our customers
in a way so that they can trust us.
2. Keep an Open Mind: For continuous improvement of our Bank we
keep our minds open to new ideas. We seek opinions and feedback
from both customers and team members through which our Bank will
continue to grow.
3. Meet Obligations: Regardless of the circumstances, we do everything to gain the trust and
confidence of customers and clients by honoring our commitments and obligations.
4. Be Transparent: We are transparent in our dealings with customers and all stakeholders. We ensure
transparency by furnishing information through print and electronic media as well as in Banks website,
journals and reports.
5. Be involved with the Community: We remain involved in community-related issues and activities,
thereby demonstrating that our business is socially responsible.
6. Be Respectful: We treat all stakeholders with utmost respect and courtesy regardless of differences,
positions, titles, ages, or other types of distinctions.
7. Be Environment Conscious: We provide industrial financing decorously to keep the environment
free from pollution and health hazard. We also ensure setting up ETP before installation of industries
that may affect the environment. We are pro-active and foresighted for green office and green
economy.
12
Notice of the Sixth
Annual General Meeting
Notice is hereby given to all Shareholders of Agrani Bank Limited that the 6th
Annual General Meeting of the Company will be held on 6th October 2013 at
7.30 PM, room Bakul of Rupashi Bangla Hotel in Dhaka, to transact the
following business and adopt necessary resolutions:
Agenda
1. To approve the minutes of the 5th Annual General Meeting held on 26th
July 2012.
2. To receive, consider and adopt the Audited Financial Statements of the
Bank for the year ended 31 December 2012 together with the Report of the
Directors and the Auditors Report thereon.
3. To elect /re-elect Directors.
4. To appoint Auditors for the year 2013 and to fix their remuneration.
5. To transact any other related business with the permission of the Chair.
By Order of the Board of Directors
Badal Chandra Dey
Company Secretary Dated : 21 September 2013
Letter of
Transmittal
To
All shareholders
Registrar of Joint Stock Companies & Firms
Securities and Exchange Commission
Dhaka.
Sub: Annual Report for the year ended 31 December 2012.
Dear Sir (s)
We are pleased to enclose herewith a copy of the Annual Report
2012, together with the Audited Financial Statements of Agrani Bank
Limited and its Subsidiary Companies - Agrani Equity & Investment
Limited, Agrani SME Financing Company Limited, Agrani Exchange
House Private Limited, Singapore and Agrani Remittance House
Sdn. Bhd., Malaysia for your kind information and record.
Yours sincerely
Syed Abdul Hamid, PhD, FCA
Managing Director & CEO
Board of
Directors
Chairman
Khondoker Bazlul Hoque, PhD
Professor
Department of International Business
University of Dhaka
Directors
Arastoo Khan
Additional Secretary, ERD
Ministry of Finance
Government of the Peoples Republic of Bangladesh
A.K. Gulam Kibria, FCA
Senior Partner
G.Kibria & Co., Chartered Accountants
Engineer Md. Abdus Sabur
Engineer and Industrialist
K.M.N. Manjurul Hoque Lablu
Chief Editor & Managing Director
Global News Agency
Niaz Rahim
Director
Rahim Afrooz Group of Company
Advocate Balaram Podder
Law Practitioner and Social Worker
Prof. Dr. Md. Abdur Rouf Sardar
Director
Bangladesh Medical College Hospital
Shameem Ahsan
IT Specialist and Entrepreneur
Md. Altaf Hossain Molla
DIG (Rtd.)
A B M Kamarul Islam
Joint Secretary (Rtd.)
Hasina Newaaz
Entrepreneur
Agrani Bank Limited
Company Secretary
Badal Chandra Dey
14
Board of
Directors
Arastoo Khan
Director
A K Gulam Kibria, FCA
Director
Engineer Md. Abdus Sabur
Director
K M N Manjurul Hoque Lablu
Diretor
Niaz Rahim
Director
Advocate Balaram Podder
Director
Prof. Dr. Md. Abdur Rouf Sardar
Director
Shameem Ahsan
Director
Md. Altaf Hossain Molla
Director
A B M Kamarul Islam
Director
Hasina Newaaz
Director
Syed Abdul Hamid, Phd, FCA
Chairman
16
Composition of
Committees
Credit Rating Company
Credit Rating Information and Services Limited (CRISL)
Nakshi Homes, 6/1/A Segun Bagicha, Dhaka 1000
Board Audit Committee
1. Ranjit Kumar Chakraborty
Chairman & Director of the Board
2. Shekhar Dutta
Member & Director of the Board
3. Nagibul Islam Dipu
4. Engineer Md. Abdus Sabur
5. A.K. Gulam Kibria, FCA
Board of Trustees of Agrani Bank limited
Employees Provident Fund Trust
1. K.M.N. Manjurul Hoque Lablu
Chairman & Director of the Board
2. Syed Abdul Hamid, PhD, FCA
Member & Managing Director & CEO
3. Md. Obayed Ullah Al Masud
Member & Deputy Managing Director
4. Mohammad Shams-Ul Islam
5. A. K. M. Mujibur Rahman
6. Muhammad Awal Khan
7. Md. Nazrul Islam Farazi
Member & General Manager (CAD)
8. Md. Rafiqul Alam
Member & General Manager (Admin)
9. Md. Yusuf Ali
Member Secretary & DGM (CAD)
ACNABIN
Chartered Accountants
BDBL Bhaban (13th Floor)
12 Kawran Bazar C/A, Dhaka 1215
Legal Consultant
Mr. Shahjahan Majumder
Howladar Yunus & Co.
67 Dilkusha C/A (2nd Floor)
Dhaka 1000
Income Tax Advisor
M/s L.R. Bhuiyan and Associates
6 Bijoy Nagar (2nd Floor), Dhaka 1000
Auditors
Management
Team
Syed Abdul Hamid, Phd, FCA
Md.Obayed Ullah Al Masud Mohammad Shams-Ul-Islam A. K. M. Mujibur Rahman Muhammad Awal Khan
Deputy Managing Directors
General Managers
Mizanur Rahman Khan Md. Nurul Haque Bhanu Roy Chowdhury Mohammad Jalal Uddin
Haradhan Chandra Das A. A Md. Shajahan Md. Nazrul Islam Farazi Md. Shahidullah
Badal Chandra Dey Hamidur Rahman Mobarak Hossain Md. Rafiqul Alam
Md. Moshiur Ali Md. Ali Hossain Prodhania Kalpana Saha Md. Delowar Hossain
18
Management
Team
Deputy Managing Directors
Md. Obayed Ullah Al Masud
Mohammad Shams-Ul Islam
A. K. M. Mujibur Rahman
Muhammad Awal Khan
General Managers
Mizanur Rahman Khan
Md. Nurul Haque
Bhanu Roy Chowdhury
Mohammad Jalal Uddin
Haradhan Chandra Das
A. A. Md. Shajahan
Md. Nazrul Islam Farazi
Md. Shahidullah
Badal Chandra Dey
Hamidur Rahman
Mobarak Hossain
Md. Rafiqul Alam
Md. Moshiur Ali
Md. Ali Hossain Prodhania
Kalpana Saha
Md. Delowar Hossain
Deputy General Managers
A. S. M. Waliullah
Tazrina Ferdausi
Md. Mozammel Hoque
Md. Aminul Islam
Dr. Md. Emdadul Haque
Sahida Akhtar
Md. Rezaul Karim
Kazi Alamgir
Md. Yusuf Ali
Md. Mustafa Kamal Bhuiyan
Shamsuzzaman
Pankaj Roy Chowdhury
Md. Nazrul Islam
Md. Ruhul Amin
Md. Kamruzzaman
Md. Serajul Islam
Borhan Uddin Farook Ahmed
Md. Showket Islam
Md. Nurul Amin
Md. Harmuz Miah
Md. Kamruzzaman
A.B.M. Khalequzzaman
Md. Nurul Absar
Md. Anisur Rahman
Md. Shafiqur Rahman Sadique
Md. Golam Kabir
S.M. Nurul Ahsan
Md. Abdus Sattar
Babul Kumar Saha Roy
Md. Abdul Haque
Shirin Akhter
Selina Akhter
M. Habibur Rahman
Md. Abu Anis Sultan Mamun
Md. Rezaul Karim
Md. Khorshed Alam
Md. Sharif Ullah
Mrs. Rokeya Afroza
Md. Habibur Rahman
Md. Liakat Ali
Md. Akram Hossain
Md. Wali Ullah
Jahar Lal Roy
Md. Abul Basar Serneabad
Tapash Kumar Das Gupta
Md. Abul Hashem
Sk. Abdul Kader
Israt Ara
Shukanti Bikash Shanyal
Shekhar Chandra Biswas
Md. Hasan Suhrawardy
Md. Faruqe Ahmed
Md. Abdul Gafur
Md. Sanowar Hossain
Md. Hafizur Rahman
Md. Nurul Islam
Md. Wahiduzzaman
Tuheen Alam
Md. Monirul Islam
Selina Zaman
Belayet Hossain
A. M. Abid Hossain
Md. Lutfor Rahman
Mahmudul Ameen Masud
Bimalendra Saha
Arajit Kumar Das
Zahiruddin Khan
Shahreen Akhter
S. M. Babul Islam
Md. Akhtarul Alam
Sk. Md. Kamruzzaman
Md. Ismail Hossain
Mohammed Shawkat Ali
Abu Bakar Khan
Md. Benazir Kamal
Hazera Khatun
Syed Abdur Rahim
Md. Abdur Rahim
Md. Habibul Alam
Md. Abdus Salam Miah
Md. Anwarul Islam
Md. Nasir Uddin
Azizul Kabir
Kanai Lal Mali
Md. Abdur Rashid
Md. Nazmul Haque
Md. Abdus Salam Molla
Md. Jahangir Mondal
Muhammad Golam Mustafa
Sabbir Ahmed Chowdhury
A. B. M Abdul Mobin
Pratima Kundu
Md. Zakir Hossain Khan
Md. Hemayet Hossain
Md. Kazi Omar Faruque
Md. Amirul Islam
Zakia Begum
Md. Abdul Gafur
Tapash Sarker
Md. Fazle Halim
Md. Lutfar Rahman Sikder
Ashok Kumar Saha
20
Five Years'
Performance at a Glance
Particulars 2012 2011 2010 2009 2008
Taka in crore
Balance Sheet
Authorized Capital 2,500 1,000 800 800 800
Paid-up Capital 991 901 547 497 248
Reserves 1,168 1,168 486 139 74
Revaluation Reserve on Investment in Govt. Securities 12 27 90 207 43
Retained Profit (Loss) (1454) 498 449 74 277
Total Equity 717 2,594 1,572 1,144 642
Total Deposits29,243 29,242 25,221 20,633 16,628 14,681
Core Deposit 9,932 9,255 8,505 7,357 7,209
i. Savings Deposit 8,926 8,532 8,013 6,966 6,486
ii. Deposit Pension Scheme 127 133 131 125 127
iii. Agrani Bank Pension Scheme 71 68 66 136 567
iv. Agrani Bank Bishesh Shanchay Scheme 808 522 295 130 29
Total Loans and Advances 21,266 19,409 16,326 12,224 11,336
Interest Suspense and Penal Interest 735 602 579 691 672
Provision for Loans and Advances 3,466 1,235 1,064 1,187 1,153
Net Loans and Advances 17,065 17,572 14,683 10,345 9,511
Net Investments 8,921 8,376 4,264 4,089 2,933
Fixed Assets 1,138 1,123 544 288 253
Total Assets 37,872 34,882 26,485 21,406 18,732
Net Current Assets 4,823 5,859 5,960 4,798 (6,854)
Operating Results
Total Income 3,700 3,301 2,402 1,636 1,498
Total Expenditure 2,693 1,827 1,316 992 865
Operating Profit before Amortization, Provision & Tax 1,007 1,474 1,086 644 633
Amortization of Valuation Adjustment 133 133 133 133 133
Provision during the year 2,738 607 312 185 211
Provision for Tax (2) 484 289 190 24
Net Profit (loss) after Amortization, Provision & Tax (1,862) 250 352 136 265
Financial Ratios
Earnings per share (187.84) 25.22 46.47 24.80 106.52
Cost of Fund in percentage 9.97 7.69 7.42 6.86 6.65
Return on Equity in percentage (259.94) 9.64 22.38 53.75 41.28
Return on Assets in percentage (4.92) 0.72 1.33 0.63 1.41
Net Interest Margin in percentage 1.61 3.83 6.25 4.61 4.24
Average Yield on Loan in percent (performing loan) 13.86 11.99 11.19 11.04 10.38
Loans as percentage of Deposit (AD Ratio) 72.72 76.95 79.13 73.51 77.21
Total Classified Loans to Total Loans in percentage 25.30 11.07 12.88 19.42 22.48
Net Classified Loans to Net Loans in % (including staff loan) 4.22 3.44 4.69 4.79 7.61
Five Years'
Performance at a Glance
Taka in crore
Particulars 2012 2011 2010 2009 2008
Capital Measures (As per Basel II)
Total Risk Weighted Assets 21,455 21,411 19,326 12,052 8,051
Core Capital (Tier-I) (1,320) 1,688 1,163 710 599
Supplementary Capital (Tier-II) - 665 616 281 138
Total Capital (1,320) 2,353 1,779 991 737
Tier-I Capital Ratio (6%) 8% 6% 6% 7%
Tier-II Capital Ratio - 3% 3% 2% 2%
Total Capital Ratio (6%) 11% 9% 8% 9%
Credit Quality
Non-Performing Loans (NPLs) 5,380 2,149 2,102 2,374 2,549
Provision for Unclassified Loans 254 293 230 131 116
Provision for Classified Loans 3,212 942 834 1,056 1,037
Share Information
No. of Shares Outstanding 9,91,29,404 9,01,17,640 5,46,52,400 4,96,84,000 2,48,42,000
No. of Shareholders 12 12 12 12 11
Dividend - Bonus Share - 10% 10% 10% 100%
Net Asset Value per Share (Taka) 72 288 288 230 258
Other Key Operational Data
Forex Business 37,482 44,869 30,332 17,801 21,175
i. Import 16,963 26,877 16,792 7,753 10,952
ii. Export 8,838 9,310 6,443 4,461 4,954
iii. Remittance 11,681 8,682 7,097 5,587 5,269
Guarantee Business 515 442 527 160 112
Branches 889 876 867 867 867
Employees 13,890 12,085 11,900 11,443 10,988
NOSTRO A/C with Foreign Banks 43 43 38 39 39
Exchange Houses (Remittance) 52 52 41 35 31
Foreign Correspondents 429 419 419 383 383
Subsidiary Companies 6 4 4 2 2
Graphical Presentation
of Performance
2008 2009 2010 2011 2012
Operating Profit
6
3
3
6
4
4
1
,
0
8
6
1
,
4
7
4
1
,
0
0
7
Crore Taka
Crore Taka
Taka
Crore Taka
2008 2009 2010 2011 2012
Net Asset Value Per Share
2
5
8
2
3
0
2
8
8
2
8
8
7
2
2008 2009 2010 2011 2012
Deposit
1
4
,
6
8
1
1
6
,
6
2
8
2
0
,
6
3
3
2
5
,
2
2
1
2
9
,
2
4
3
2008 2009 2010 2011 2012
Net Loans and Advances
9
,
5
1
1
1
0
,
3
4
5
1
4
,
6
8
3
1
7
,
5
7
2
1
7
,
0
6
5
22
Crore Taka
Crore Taka
Crore Taka
Graphical Presentation
of Performance
2008 2009 2010 2011 2012
Cost to Income Ratio (%)
5
7
.
5
4
6
0
.
6
3
5
4
.
7
7
5
5
.
3
4
7
2
.
7
8
2008 2009 2010 2011 2012
Shareholders Equity
6
4
2
1
,
1
4
4
1
,
5
7
2
2
,
5
9
4
7
1
7
2008 2009 2010 2011 2012
Non-Performing Assets
2
,
5
4
9
2
,
3
7
4
2
,
1
0
2
2
,
1
4
9
5
,
3
8
0
2008 2009 2010 2011 2012
Non-Interest Income
5
4
3
6
2
4
1
,
0
0
2
1
,
0
5
81
,
3
1
1
Major Achievements
in 2012
Operating profit stood at Tk. 1,007 crore at the end of 2012.
Foreign remittance increased to Tk. 11,681 crore in 2012 from
Tk. 8,682 crore in 2011.
Paid-up capital increased to Tk. 991.29 crore in 2012 from Tk. 901 crore in 2011.
Shareholders Equity stood at Tk. 717 crore at the end of 2012.
1 Chief Security Officer, 9
Principal Officers, 1,447 Senior
Officers and 569 Officers were
recruited in the year 2012.
Credit deposit ratio reduced to
72.72 percent in 2012 from 76.95
percent in 2011.
Loans and Advances increased to Tk. 21,266
crore in 2012 from Tk. 19,409 crore in 2011.
Return on Investment increased 8.70 percent in
2012 from 6.12 percent in 2011.
Investment increased to Tk. 9,242 crore in 2012 from
Tk. 8,533 crore in 2011.
24
Chairmans
Message
26
Highlights of
2012
Deposits
Tk. 29,243 crore
Operating Prot
Tk. 1,007 crore
Number of
Branches 889
Number of Foreign
Correspondents 429
Number of
Employees
13,890
Equity
Tk. 717 crore
Foreign Remittance
Tk. 11,681 crore
28
Managing
Director &
CEOs
Round Up
ABL has the motto for breathing ethical
banking in every sphere of business.
In fact, banking is a long term business
which is based on trust.
Each of our staff-member is highly
concerned to boost the trust of all
of our customers and stakeholders.
We are strengthening our supervision
as it is the main instrument
for building of trust in banking.
30
such industries as have Effluent Treatment Plants (ETPs)
and other environment friendly measures put in place.
ABL also provides small loan on bio-gas and solar power
plants so that the practice of pollution free investment
goes up, making the planet suitable for our next
generation to live on.
Shareholders
Information
Distribution of Shares Number of Shares
31 December 2012 31 December 2011
Government of Bangladesh 9,91,29,392 9,01,17,628
Directors 12 12
General Public - -
Total 9,91,29,404 9, 01,17,640
Shares held by Directors
1 Khondoker Bazlul Hoque, PhD Chairman 1 1 0%
2 Arastoo Khan Director 1 1 0%
3 A.K. Gulam Kibria, FCA Director 1 1 0%
4 Engineer Md. Abdus Sabur Director 1 1 0%
5 K.M.N. Manjurul Hoque Lablu Director 1 1 0%
6 Niaz Rahim Director 1 1 0%
7 Advocate Balaram Podder Director 1 1 0%
8 Prof. Dr. Md. Abdur Rouf Sardar Director 1 1 0%
9 Shameem Ahsan Director 1 1 0%
10 Md. Altaf Hossain Molla Director 1 1 0%
11 A. B. M. Kamarul Islam Director 1 1 0%
12 Hasina Newaaz Director 1 1 0%
Dividend Distribution
i) 100% stock dividend i.e. 1 bonus share for every 1 share for the year 2008.
ii) 10% Stock dividend i.e. 1 bonus share for every 10 shares for the year 2009.
iii) 10% Stock dividend i.e. 1 bonus share for every 10 shares for the year 2010.
iv) 10% Stock dividend i.e. 1 bonus share for every 10 shares for the year 2011.
Sl.
No.
Particulars Status Share Change Closing Position
32
Annual
General Meetings
The Second Annual
General Meeting of ABL
held on 17 August 2009
The First Annual
held on 14 August 2008
The Third Annual
held on 29 April 2010
Annual
General Meetings
The Fifth Annual
held on 26 July 2012
The Fourth Annual
held on 30 April 2011
Signing of Accounts 2012
by the Directors of ABL
as on 30 June 2013
34
Performance during the year
Interest revenue 2,389.48 2,243.47 6.51%
Interest cost 1,991.03 1,196.60 66.39%
Net interest revenue 398.27 1,046.87 (61.95%)
Income from investment 804.41 522.65 53.91%
Other operating revenue 506.36 535.15 (0.54%)
Total operating revenue 1,709.04 2,104.67 (18.80%)
Salary & allowances 484.07 445.23 8.72%
Other operating cost 218.23 185.18 17.85%
Total operating cost 702.30 630.41 11.41%
Profit before amortization, provision and tax 1,006.74 1,474.26 (31.71%)
Amortization ( valuation adjustment) 132.95 132.95 -
Provision for loans and advances 2,488.80 436.50 470.17%
Other provision 249.26 170.31 46.36%
Profit before tax (1,864.27) 734.50 (353.81%)
Provision for tax (2.21) 484.50 (00.46%)
Net profit after tax (1,862.06) 249.99 (844.85%)
Financial
Highlights
2012 2011 Change
Paid up capital 991.29 901.18 10.00%
Total shareholders equity 716.35 2,594.26 (72.38%)
Deposits 29,242.92 25,220.83 15.95%
Total contingent liabilities and commitments 11,241.87 11,339.28 (0.86%)
Loans and advances 21,266.30 19,408.56 9.57%
Amount of classified loans 5,380.13 2,148.85 150.37%
Provision kept against classified loans 3,212.03 942.14 240.93%
Investments 9,241.98 8,533.13 8.31%
Interest earning assets 19,927.09 18,511.97 7.64%
Non interest earning assets 17,944.55 16,370.10 9.62%
Fixed assets 1,138.07 1,122.67 1.37%
Total assets 37,871.64 34,882.07 8.57%
2012 2011 Change
At the end of the year
Key
Ratios
1 Net profit ratio (50.32%) 7.57%
2 Cost to income ratio 72.78% 55.34%
3 Return on assets (4.92%) 0.72%
4 Return on Equity (After amortization, provision & tax) (259.94%) 9.64%
5 Non interest expenses to total assets 1.85% 1.81%
6 Non-interest income to total assets 3.46% 3.03%
7 Interest margin to total assets 1.05% 3.00%
8 Earnings per share (187.84) 25.22
9 Net asset value per share (Tk.) 72 288
10 Cost of fund 9.97% 7.69%
11 Return on investment 8.70% 6.12%
2012 SI. No. Particulars
Particulars
2011
Dividend ratios
At the end of the year
Profitability and performance ratios
1 Current ratio 1.60 1.67
2 Debt to total assets ratio 0.98 0.93
3 Loans & advances to deposit ratio 72.72% 76.95%
4 Loans & advances to total assets ratio 56.15% 55.64%
5 Provision to total loans & advances 16.30% 6.36%
2012 SI. No. 2011
2012 SI. No. 2011
2012 SI. No. 2011
1 Stock dividend - 10%
Capital adequacy ratios
Note:
1. 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.
2. Last year's figures rearranged wherever necessary.
1 Capital adequacy ratio (6.15%) 10.99%
i. Tier I Capital (6.15%) 7.88%
ii.Tier II Capital - 3.11%
36
Graphical Presentation of
Key Financial Information
2008 2009 2010 2011 2012
7
7
.
2
1
7
3
.
5
1
7
9
.
1
3
7
6
.
9
5
7
2
.
7
2
Advance Deposit Ratio (%) Deposit Mix of 2012 (%)
Bills Payable
1.60
Savings Bank
Deposits
30.53
Current and other
Deposits 13.80
Fixed Deposits
54.07
2008 2009 2010 2011 2012
Total Classified Loans (%)
2
2
.
4
8
1
9
.
4
2
1
2
.
8
8
1
1
.
0
7
2
5
.
3
0
2008 2009 2010 2011 2012
Net Classified Loans to Net Loans (%)
7
.
6
1
4
.
7
9
4
.
6
9
3
.
4
44
.
2
2
I
n
v
e
s
t
m
e
n
t
s
F
ix
e
d

A
s
s
e
t
s
O
t
h
e
r

A
s
s
e
t
s
L
iq
u
id

A
s
s
e
t
s
L
o
a
n
s

&

A
d
v
a
n
c
e
s
Constituent of Assets 2012
9
2
4
2
1
1
3
8
3
3
5
8
2
8
6
7
2
1
2
6
6
Loans & Advances Matrix 2012
Cash Credit
5,489
Bills Purchased &
Discounted
565
Loans
1,3845
Overdrafts
1,367
Crore Taka
Crore Taka
Graphical Presentation of
Key Financial Information
2010 2011 2012
Capital Growth
2
,
5
9
4
1
,
5
7
2
7
1
7
Crore Taka
2008 2009 2010 2011 2012
Fixed Assets Growth
2
5
3
2
8
8
5
4
4
1
,
1
2
3
1
,
1
3
8
Crore Taka
Growth of Advances 2012 (%)
1
6
.
2
4
9
.
5
7
National Agrani
Growth of Deposits 2012 (%)
National Agrani
2
0
.
0
4
1
5
.
9
5
38
Capital Adequacy as per BASEL-II
Minimum Capital Requirement (MCR) under Risk Based Capital (Basel-II) Taka in Crore
A. Eligible Capital : 2012 2011
1. Tier-1 (Core Capital ) (1,319.54) 721.98
2. Tier-2 (Supplementary Capital) - 665.47
3. Tier-3 (eligible for market risk only) - -
4. Total Eligible Capital (1+2+3) : (1,319.54) 1,387.45
B. Total Risk Weighted Assets (RWA): 21,455.30 21,411.28
C. Capital Adequacy Ratio (CAR) (A4 / B)*100 (6.15%) 6.48%
D. Core Capital to RWA (A1 / B)*100 (6.15%) 3.37%
E. Supplementary Capital to RWA (A2 / B)*100 - 3.11%
F. Minimum Capital Requirement (9% of RWA) 2,145.53 2,141.13
G. Capital Surplus / (Shortfall) (3,465.07) 753.68
Eligible Capital
Tier-1 (Core Capital)
Fully Paid-up Capital 991.29 901.18
Statutory Reserve 413.98 413.98
General Reserve 0.50 0.50
Retained Earnings (1,454.35) 497.83
Sub-Total: (48.58) 1,813.49
Deductions:
Valuation Adjustment (Intangible assets) 664.84 -
Investments in Subsidiaries which are not consolidated 130.77 125.77
Benefit of Deferred Tax Assets 475.35 -
Total Eligible Tier-1 Capital (1,319.54) 1,687.72
Tier-2 (Supplementary Capital)
General Provision (UC + SMA + Off B/S exposure+ 3% Consumer Finance) 366.47 400.85
Assets Revaluation Reserves up to 50% 376.60 376.92
Revaluation Reserve for Approved Securities up to 50% 5.86 13.47
Revaluation Reserve for Equity Instrument up to 10% - -
Other(Balance of Exchange Equalization A/C) 2.63 -
Sub-Total 751.56 791.24
Deductions: Investments in Subsidiaries which are not consolidated 130.77 125.77
Total Eligible Tier-2 Capital 620.79 665.47
Tier-3 Supplementary Capital - -
Total Supplementary (Tier 2+ Tier 3) Capital - 665.47
Total Eligible Capital (Tier 1+ Tier 2+ Tier 3) Capital (1,319.54) 2,353.19
Maintaining Capital Adequacy
Banks capital adequacy was constrained during the year due to(i) issuance of Bond by the Government against
BPC, (ii) non-payment of LTR liability of some importing customers of food, raw cotton and fertilizer, (iii)
expansion of credit especially on power sector, (iv) increase of interest cost on deposit of Tk. 794 crore, (v)
introduction of new classification rules of Bangladesh Bank taking into consideration the international norms as
per agreement with the IMF. Consequently, classified loans and required provisions have increased to a large
extent. It has reduced profitability which adversely affected capital adequacy. However, we are expecting
improvement in regards to classified loan, required provision as well as capital adequacy in the coming future.
Products and
Services
1. Deposit
a) Taka Account
i) Current Deposit (CD)
ii) Savings Deposit (SB)
iii) Fixed Deposit (FDR)
iv) Special Notice Time Deposit (SNTD)
v) Non Resident Special Taka Account (NRTA)
vi) NR Investors Taka Account (NRIT)
vii) Agrani Bank Pension Scheme (APS)
viii) Agrani Bank Bishesh Shanchay Scheme (ABS)
ix) Agrani Double Benefit Scheme (ADBS)
x) Monthly Deposit Scheme (MDS)
xi) Monthly Income Scheme (MIS)
xii) Students Savings A/C (School Banking)
xiii) Small Life Insurance Policy Holders A/C
xiv) Farmers A/C
xv) Freedom Fighters A/C
xvi) Other Beneficiaries A/C under Social
Securities Program
b) Foreign Currency Account
i) Foreign Currency (FC) A/C
ii) Non Resident Foreign Currency Deposit (NFCD) A/C
iii) Resident Foreign Currency Deposit (RFCD) A/C
iv) Exporters Retention Quota (ERQ) A/C
2. Loan & Advance
a) Continuous Loan
i) Cash Credit (Hypo)
ii) Cash Credit (Pledge)
iii) Secured Overdraft (SOD)
b) Term Loan
i) Inland Bill Purchase (IBP)
ii) Export Cash Credit
iii) Industrial Credit (IC)
iv) Housing Loan (General & Commercial)
v) Consumer Credit
vi) Loan for Overseas Employment
vii) Weavers Credit
c) Rural & Agro Credit
i) Crop Loan
ii) Fishery Loan
iii) Animal Husbandry Loan
iv) Agri Machinary Loan
v) Rural Transport Loan
vi) Swanirvar Loan
vii) Poverty Alleviation Loan
d) Small and Medium Enterprise Loan
i) Service Sector Loan
40
Products and
Services
ii) Trading Sector Loan
iii) Manufacturing Sector Loan
e) Import Finance
i) Loan against Imported Merchandise (LIM)
ii) Loan against Trust Receipt (LTR)
iii) Payment against Document (PAD)
f) Export Finance
i) Export Cash Credit
ii) Packing Credit (PC)
iii) Local / Foreign Bills Purchased (FBP)
iv) Loan against Export Development Fund (EDF)
v) Advance against Cash Incentive (Subsidy,
Assistance)
vi) Secured Overdraft (SOD)
3. Treasury
a) Money Market
i) Maintaining CRR and SLR
ii) Call Money Transaction
iii) Term Placement (FDR)
iv) Treasury Bills
v) Treasury Bonds
vi) Secondary Trading of Govt. Securities
vii) Repo
viii) Reverse Repo
ix) Custodian Services
x) Other Investments
b) Foreign Exchange Market
i) Selling Foreign Currency for Import Payment
ii) Buying Foreign Currency against Export
Proceeds
iii) Fixation of Exchange Rate
iv) Foreign Currency Buying and Selling
v) SWAP Transactions
vi) Forward Transaction
vii) Term Placement
4. Letter of Credit
i) Letter of Credit - Sight
ii) Letter of Credit - Usance
iii) Back to Back L/C
5. Letter of Guarantee
i) Advance Payment Guarantee
ii) Bid Bond
iii) Performance Guarantee
iv) Shipping Guarantee
v) Guarantee - Others
vi) Standby Credit
Products and
Services
6. Other Foreign Exchange Services
i) Documentary Bill Collection
ii) Advanced Payment for Import & Export
iii) Foreign Remittance (Incoming & Outgoing)
iv) Foreign Currency Endorsement against
Passport
v) Issuance of Draft, TT
vi) Collection of Draft, Cheque, TC
vii) Opening of Student File, Medical File
7. Cash Service
i) ATM Service
ii) Cheque Encashment
iii) Foreign Currency
8. Fund Transfer
i) Inter-Branch Money Transfer
ii) SWIFT
iii) Telegraphic Transfer (TT)
iv) Issuing Foreign Draft
v) Encashing Foreign Draft
vi) Bangladesh Electronic Fund Transfer
Network (BEFTN)
vii) Bangladesh Automated Clearing
House (BACH)
viii) Online Deposit to Accounts
9. Value Added Service
i) Locker Service
ii) Utility Bill Collection
10. Merchant Banking Service
i) Issue Management
ii) Underwriting
iii) Portfolio Management
11. Islamic Banking Service
a) Deposit
i) Al Wadiah Current A/C
ii) Mudaraba Savings A/C
iii) Mudaraba STD A/C
iv) Mudaraba Term Deposit
v) Mudaraba Special Scheme Deposit
b) Investment
i) Bai Murabaha (Pledge)
ii) Bai Muazzal (Hypo)
iii) Higher Purchase Shirkatul Meilk
iv) Bai Salam
42
43 Annual Report 2012
Risk
Management
44
Risk is defned as probability or threat of a damage, injury,
liability, loss or other negative occurrence that is caused
by external or internal vulnerabilities and that may be
neutralized through preemptive action. It is unexpected
and negative outcome of an institute or an individual. So,
for every large institute like Banking, it is a must to manage
risk for its better sustainability. ABL is one of the largest
SCBs in the country and it has a number of subsidiary
companies at home and abroad. It has a large exposure
of assets and liabilities shown on balance sheet and other
related accounting papers. So the prime objective of its
management is to safeguard its assets and comply with
the obligations or liabilities from any arisen risk during its
operation. Many types of risks may arise in banking and
NBFIs sectors which widely discussed and hedged are as
follows:
1. Credit Risk
2. Asset-Liability Management Risk
3. Money Laundering Risk
4. Foreign Exchange Risk
5. ICC Risk
6. ICT Risk
Strategy of Risk Management
Risk is inherent in every business. Todays global and
dynamic business entities are facing various dimensions
in the feld of risks. So before introducing a new product or
extension of existing products it is inseparable to use tools
to mitigate future risks. Considering various types of risks
ABL has adopted strong and integrated risk management
strategies in line with its regulatory bodies directives and
Bangladesh Governments policies. ABL is a state-owned
entity. So it has a direct accountability to the mass people
and ABL tries its best to comply with the commitment by:
Growth of business
Risk adjusted performance measurement
Consistency of earnings
Quality and transparency of management
ABL has an independent division named Core Risk
Management & Basel-II Implementation Division. This
Division collects data from other divisions monthly,
quarterly, half yearly or yearly as available. Then fndings
of the segments are discussed in monthly meeting of
the division chaired by the CEO& MD of the Bank. If any
deviation or deterioration is found, immediate corrective
measures are taken. Bangladesh Bank, as a regulatory
body, has prescribed format to refect Banks total scenario.
ABL complies with the directives & submit to concerned
department of Bangladesh Bank.
Risk Management Process
Banking business is mainly a business of lending and
borrowing. It collects deposits from the depositors by
paying different rate to different deposit products and
invests as loans and advances to the borrowers at higher
rate. The spread between the two is Banks proft. So, a
risk always inherits from the counterparty. Sometimes the
borrowers are unwilling to pay back money they borrowed.
So, necessary steps are being taken prior to risky events.
These risks can be measured fnancially in line with
international standard. Capital is sized for every probable
risk. ABL takes well-calculated business risks to safeguard
its assets and proftability as per the adopted guidelines of
BB. The board of directors is the highest authority to approve
the policies and process submitted by the management.
After approval, the management implements through
different divisions of head offce and branches in feld level.
ABL has (i) Audit Committee (ii) Management Committee
(MANCOM) (iii) Credit Committee (CRECOM) (iv) Asset-
Liability Management Committee (ALCOM) to monitor and
review activities relating to risks and development.
1. Credit Risk
Risk arising from noncompliance of commitment of
the counterparty or the borrower is defned as Credit
risk. Lending with terms and conditions in line with
regulatory bodys directives and governments policies
is the main business of a bank. ABL had a sophisticated
risk management system from the very beginning of its
operations. But at todays global and domestic socio-
economical scenario it has got a new dimensional
nimbleness. So before sanctioning a credit, it is a must to
analyze future risk. For this, ABL has a dedicated team of
offcers and executives to assess the future (simple and
complicated) uneven situation that may hinder the return
of lending with its spread. To overcome this adversity, ABL
has a rigorous policies and procedures on various key
risk factors regarding initiation to the settlement of a loan
for the safeguard of Banks assets. Bank selects quality
borrowers who have the ability or potentiality of willingness
to honor all credit commitments in stipulated time. The
potentiality of the project is carefully justifed in this regard.
In ABL a thorough assessment of risk is done before
granting or extending credit and a plan in this regard is
worked out. The Bank has segregated duties among the
offcers and executives involved in credit related activities.
The total team works accordingly. ABL has a system of
tracking risky and potentially weak loan accounts. Bank
has dedicated teams to monitor and supervise them.
Respective assigned person promptly reports to delegated
authority to take measure so that the loan may not be
downgraded and hindered the assets portfolio of the bank.
To co-ordinate with higher management and feld level,
Risk
Management
Recovery Division is assigned to monitor and report the
NPLs status. This division chalks out plans to recover
classifed loans including write-off loans. It reviews progress
quarterly and reports to the higher management. The
bank determines the forced sale value (FSV) of collaterals
held against credits. Collaterals are segregated into (i)
Financial and (ii) Physical collateral. The objective of credit
risk management is to bring back lended money safely and
strengthen the bank as well as national economy.
Credit Risk Assessment
To extend credit facilities ABL takes qualitative and
quantitative measure for the viability of the proposed
project. By the option qualitative means persons fnancial
and business deal, commitment and viability of the project
in the context of national economy. On the other hand
quantitative means the part that can be numerically
assessed. Credit risk is hedged or mitigated with following
tools and mechanisms:
a) Proper documentation: After receiving a credit
proposal, relevant papers to be asked from the
counter party and fll up them properly. On the
other hand, some prescribed forms are also
supplied in which terms and conditions in line with
Banks internal and other regulatory bodys policy
are refected. After examining by both ends, the
bank and the counterparty reach to an agreement.
b) Collateral: Collateral offered is the main tool to
mitigate future credit risk. So collateral offered
against credit facility is properly valued and
verifed by the concerned offcer/manager and
revalued and re-verifed by the enlisted surveyor
of the bank. If found satisfactory in terms of
economic consideration and easily transferable in
Banks favor, then collateral is acceptable.
c) Insurance coverage: To address future risk
on collateral, adequate insurance coverage is
ascertained. Customers desire for not taking
required insurance policy must be considered as
deviation.
d) Syndicated loans: Syndicated loans are
assessed independently by ABL. If its quality,
returns and risks are not acceptable, ABL does
not depend only on lead arrangers report.
2. Asset-Liability Management Risk
Asset-liability risk or liquidity risk is the risk of a banks
earnings as well as capital which arises from inability to
meet obligations in time when they become due without
incurring unacceptable losses. Liquidity risk arises as a
result of mismatch during the time of cash fows. When a
bank does not have suffcient fnancial resources to meet
its obligations and commitments, as they fall due, then
the bank makes its payment at an excessive cost. Infact,
liquidity risk is considered a major risk for Banks.
The objective of liquidity risk management is to ensure
that all foreseeable funding commitments and deposit
withdrawals can be met when due. Considering all these
factors Agrani Bank Limited has established an effective
ALM process, which performs the followings:
Maintain required /adequate liquidity at all times.
Maintain diversifed and stable funding base
comprising of core, retail, corporate and
institutional deposits.
Leverage the negative correlation between
liquidity and proftability without taking any
excessive risk.
To meet short term cash fow demands through
asset maturities and customer deposits.
Trading risk management.
Regulatory compliance.
Bank's overall liquidity risk management function is carried
out by its Treasury Division. To maintain the activities, ABL
has Asset-Liability Committee (ALCOM) headed by MD &
CEO and comprises senior management members from
key areas of the bank under approved policy guidelines.
ABL follows a standard practice to conduct ALCOM
meeting at least once in a month. On its monthly meeting,
the ALCOM takes necessary action regarding liquidity
based on historical requirements, current liquidity position,
anticipated future funding requirement, sources of fund,
options for reducing funding need, present and future
earning capacity, present and planned capital position,
market interest rate, maturity gap analysis etc. Decisions
taken in the ALCOM meetings are duly recorded and
action plans are developed and implemented accordingly
to optimize the fnancial performance of the bank.
3. Money Laundering Risk
Money laundering is the process by which large amount of
illegally obtained money is given the appearance of having
originated from a legitimate source. Money laundering
refers to a fnancial transaction that aims to conceal the
identity, source, and destination of illicitly-obtained money.
Credit Risk ALM Risk ML Risk Forex. Risk ICC Risk ICT Risk
Risk
46
ABL is committed to the highest standards of Anti- Money
Laundering (AML) compliance as per the provisions of the
prevailing Money Laundering Prevention Act, the guidance
notes of Bangladesh Bank and other concern authorities.
As part of money laundering risk management, the Bank
carries out the following activities.
i) KYC system: ABL has been maintaining a unique KYC
system under the following elements:
a) Customer Acceptance Policy: ABL has a clear
customer acceptance policy with explicit criteria
to ensure that customer/entity is using their real
name and not involved in terrorism or other illegal
activities.
b) Customer Identifcation Procedure: ABL has a
unique customer Identifcation procedure such as
a new customer must be verifed by a bonafde
customer. Concerned bank offcer also justifes
his/her objective before establishing relationship
with the bank.
c) Monitoring of Transactions: To reduce risk,
effective KYC procedure is maintained for
continuous monitoring of our customer transaction
and their normal behavior.
d) Risk Management: ABL maintains internal
audit and compliance functions to reduce money
laundering risk.
ii) Cash Transaction Report (CTR): ABL sends Cash
Transaction Report (CTR) to the Bangladesh Bank in every
month for the customers depositing or withdrawing cash
above Tk 1.00 million in any day at any of its branches.
iii) Suspicious Transaction Report (STR): ABL also
reports to the Bangladesh Bank on Suspicious Transaction
as and when it is identifed.
iv) Transaction Profle (TP): In TP every customer must
specify the types, probable frequency and amount of
transactions of his account.
v) Data Update: Once validated, profles are periodically
updated as soon as there is a change; whether its a
change of address or the addition of a new relationship/
information to the profle.
vi) Guideline: ABL has its own policy guidelines on money
laundering prevention and combating the fnancing of
terrorism approved by the Board.
vii) Training: Regular training is being given to employees
to update their knowledge and to make them aware of their
responsibilities in combating against money laundering
and terrorism fnancing risk on the banks part.
viii) CAMLCO and BAMLCO: ABL has its CAMLCO and
BAMLCO to ensure regular monitoring, compliance and
accountability both at Head Offce and at Branch level in
line with Bangladesh Banks instruction.
4. Foreign Exchange Risk
Managing foreign exchange risk is a fundamental
component in the safe and sound management of all
institutions having exposures in foreign currencies. Foreign
exchange risk is defned as the risk that a bank may suffer
losses as a result of adverse exchange rate movements
during a period in which it has an open position either
spot or forward currency. Investors or businesses face an
exchange rate risk when they have assets or operations
across national borders or if they have loans or borrowings
in a foreign currency.
A comprehensive foreign exchange risk management
program requires establishing and implementing sound
and prudent foreign exchange risk management policies,
developing and implementing appropriate and effective
exchange rate management and control procedure. The
responsibility of managing foreign exchange risk rests with
the Treasury Division of the bank. Treasury Division always
monitors the market scenario of risk and manages the
foreign exchange operations in such a way that earnings
are not hampered against any adverse movement in
market prices. To address the issue, all foreign exchange
activities have been segregated into Front Offce which
is responsible for currency transactions, Mid Offce
which deals verifcation & limit monitoring & Back Offce
which deals settlement of transactions. These offces
have separate and independent reporting lines to ensure
minimization of risk.
Agrani Bank Limited has formulated policies and
manuals with a view to reducing the foreign exchange
risk. Treasury division of the bank manages and controls
day-to-day trading activities under the supervision of
ALCOM that ensures continuous monitoring of the level of
assumed risks. In ABL, FOREX risk is minimal as all the
transactions are carried out on behalf of the customers,
i.e. foreign exchange trading exposures are principally
derived from customers driven transactions. All Foreign
exchange transactions are revalued at mark-to-market
method according to Bangladesh Banks guidelines. All
Nostro accounts are reconciled on 15 days basis .The
management reviews outstanding entry beyond 15 days
for settlement purpose.
The Bank has an accounting procedure and management
information system to measure and monitor foreign
exchange position, foreign exchange gains or losses and
foreign exchange risks. Besides, these are independently
inspected and audited.
5. Internal Control and Compliance Risk
Banking function entails high risk. Effective internal control
and compliance system, effcient corporate governance,
transparency and accountability are very important for
the banking sector worldwide. Internal control system
identifes the risk in the process, adopts mitigation
measures and ensures compliance thereof. Current
or prospective compliance risk to earnings and capital
arises from violation or non-compliance with laws, rules,
regulations, agreements, prescribed practices or ethical
standards, as well as from the incorrect interpretation
of laws and regulations. Proper internal control system
integrates compliance risk management into overall risk
management process.
Internal control and compliance is a management process
designed to achieve:
Effective system of control
Effectiveness and effciency of operations
Reliability of fnancial reporting
Compliance with applicable laws and regulations
Safeguard of assets
Internal control consists of fve interrelated components,
which are:
i) Control Environment
ii) Risk Assessment
iii) Control Activities
iv) Information and Communication
v) Monitoring
To assess the business risk as well as control risk
associated with the branches, Bank has been implementing
Risk Based Internal Audit (RBIA) in the daily activities
of the Bank in light of core risk factors. The Bank has
already brought out its internal control manual to set out a
strong internal control framework within the organization,
which focuses on monitoring the functioning of various
departments/divisions of Head Offce and branches on
regular basis. Internal Control and Compliance Division
(ICC) reviews Departmental Control Function Checklist
(DCFCL), Loan Documentation Checklist (LDCL) and
Quarterly Operations Report (QOR) of the branches
regularly to ensure internal control process of the bank.
Comprehensive audit and inspection is being carried out on
regular basis in ensuring internal control and compliance.
Each year the Audit & Inspection Division sets out an
audit plan (internal) for the year which is approved by the
Board Audit Committee. The Audit & Inspection Division
submits reports to ICC Division after completion of audit
and inspection. The ICC Division places a summary report
on audit fndings to the Audit Committee for information
and necessary suggestions.
Utmost importance is given to the audit report and
suggestions of the auditors. Bank takes corrective
actions regarding the lapses mentioned in the report.
During 2012 the Board Audit Committee conducted 14
meetings in which various audit and inspection reports,
appropriateness of internal control and compliance,
policy guidelines etc. were reviewed and evaluated and
necessary instructions and guidelines were provided. The
committee ensures that the effective measures are taken
by the management if any defciency or lapse is found in the
internal control system. The committee evaluates whether
management is setting the appropriate compliance culture
by communicating the importance of internal control to
ensure that, all employees of the bank have understood
their roles and responsibilities.
6. Information and Communication Technology Risk
We are living in an era of ICT. Banks have become more
technology driven these days. Uses of computer and
internet have become inseparable phenomenon in the
banking industry. There are certain risks involved in the
use of information and communication technology. This
risk may arise from malfunctioning of the system, failure
of network, lack of knowledge about the use of technology,
virus attack, hacking etc.
Agrani Bank Limited has initiated various measures to
address and to minimize Information and Communication
Technology risks. ABL has formulated ICT policy following
the ICT Security Guidelines of Bangladesh Bank which is
approved by the Board of Directors. ABL has an ICT audit
and security management team formed as per the Central
Banks Guidelines. The Bank formulated job description,
job specifcation and roster duty for each individual within
IT & MIS Division for smooth running of business and to
avoid risk. Employees are given adequate training on
aspects of sensitive ICT tasks. The Bank has established
a secured environment for data processing. ABL has
established priority based information systems to protect
data. It has also taken steps to secure data by keeping
backup at an international standard Disaster Recovery
Center (DRC). ABL has introduced Core Banking Software
TEMENOS T24 for online banking operations. Some
other customized software have also been introduced to
bring out the overall banking transactions of the bank in
line with the online banking.
In addition, the Bank also manages the risk, taking into
consideration the reputation risk, liquidity risk, operational
risk, market risk, credit concentration risk, interest rate risk,
settlement risk, environmental and climate risk, residual
risk and equity price risk which are elaborated below:
a) Reputation Risk
Reputation risk arises from negative publicity about which
the Bank is always alert.
b) Liquidity Risk
The Bank is capable of managing the liquidity risk to
ensure that all foreseeable funding commitments and
deposits withdrawals can be met when due.
c) Operational Risk
The Bank ensures quick and proper management
of operational risk which may arise from fraud, error,
omission, unauthorized activities, ineffciency, system
failure from external events.
48
d) Market Risk
The market risk which may derive from loss of earnings
due to change in the interest rate, foreign exchange rate
etc.
e) Credit Concentration Risk
Credit concentration risk may arise from credit exposures
in the same economic or geographic sector and/or credit
concentration in dependent industries which the Bank
addresses through proper evaluation. Credit Concentration
of Agrani Bank Limited is used in a broader sense and
includes the following:
i) Concentration by economic purpose (Sector),
ii) Concentration by size of Loan Accounts/ in the
name of a single borrower,
iii) Concentration by a legally connected group of
borrowers,
iv) Concentration by region (Geographical),
v) Concentration by portfolio type (Granularity)
f) Interest Rate Risk
Interest rate risk is the current or potential risk to earnings
and capital arising from adverse movements in interest.
This is in respect of the banking book only from pillar 2
(SRP) contexts. Signifcantly reduced earnings can pose
a threat to capital adequacy. After volatility of earnings the
Bank analyses to overcome interest rate risk.
g) Settlement Risk
Settlement risk arises when an executed transaction is
not settled as the standard settlement system. Settlement
risk addresses to the credit risk and liquidity risk elements.
Treasury transactions, trading book items (deals) and
capital market dealings are a mix of credit and liquidity risk.
The bank poses to the risk when it fulflls its contractual
obligations (payment or delivery), but the counterparty fails
or defaults to do the same.
h) Environmental and Climate Change Risk
Environmental and climate change risk refers to the
uncertainty or probability of losses that originates from any
adverse environmental or climate change events (natural
or man made) and/or the non-compliance of the prevailing
national environmental regulations. It can hamper the
business stability of the borrowers in respect to both-
proftability and reputation. To avoid this risk bank takes
cautionary initiatives before the disbursement of loan.
i) Residual Risk
It refers to the risk arising from the collateral taken and
other forms of shielding against credit risks. These risks
comprise legal, documentation, value of collateral,
insurance risk etc. For example, inability to seize collateral
at the opportune moment, guarantor refusing his obligation
or ineffectiveness of untested documentation might turn to
potential non-performance of these assets. ABL is aware
of residual risk and takes legal or practical steps for its
management.
j) Equity Price Risk
Equity risk is defned as losses due to change in market
price of the equity held. To measure and identify the risk,
mark-to-market valuation of the share investment portfolios
is done by the Bank.
50
Disclosure under Basel-II
Qualitative and Quantitative Disclosures
Under Pillar-3 of Risk Based Capital Adequacy
as of 31st December 2012
The Basel Committee on Banking Supervision published a framework for international convergence of capital measurement
and capital standards commonly termed as Basel II replacing the previous rules under 1988 Basel I accord.
In Bangladesh, Risk Based Capital Adequacy for Banks (Revised regulatory capital framework in line with Basel II) came
into effect fully from January 2010 following the BRPD circular # 20 Dated- December 29, 2009 after parallel run with
Basel I during the year 2009.
Agrani Bank believes that Basel II is not merely a reporting system but a principle on which overall banking business
runs. With a view to facilitating smooth implementation, the Bank has formed a high powered committee. This committee
forecast the future follow up of the overall implementation status and way out the probable solution to cope with the
international best practices and to make the banks capital more risk sensitive as well as more shock resilient. The Bank
has also formed a Supervisory Review Process (SRP) team to participate the dialogue with the Supervisory Review
Evaluation Process (SREP) team of BB in respect to assessment of the adequate capital requirement.
The Basel II principle stands on the following three pillars:
Pillar-1 : Minimum Capital Requirement (MCR)
Minimum Capital Requirement (MCR) that needs to be maintained by banks to cover credit, market and operational risk
as a regulatory requirement.
Pillar-2 : Supervisory Review Process (SRP)
SRP basically deals with other risks faced by a bank not covered in pillar-1. The key principle of SRP is that banks have
a process for assessing overall capital adequacy in relation to their risk profle and a strategy for maintaining their capital
at an adequate level. The assessment of adequate capital would be the outcome of the dialogue to be held between the
banks SRP and Bangladesh Banks SREP team.
Pillar-3: Market Discipline
To make public disclosure of information on the banks risk profles, capital adequacy and risk management processes.
The objective of introducing Market Discipline in the revised capital framework is to establish more transparent and more
disciplined fnancial market so that stakeholders can assess the position of a bank in regard to holding assets and to
identify the risks relating to the assets and capital adequacy to meet probable loss of assets.
3 pillars of Basel II
Pillar 1 Pillar 2 Pillar 3
Minimum Capital
Requirement
Supervisory Review
Process
Market
Discipline
Risk Weighted
Assets Capital
Supplementary
Capital
Core
Capital
Standardized
Approach
Credit Risk
IRB
Approach
Advanced IRB
Approach
Market Risk
Standardized
Approach
Models
Approach
Operational
Risk
Basic Indicator
Approach
Standardized
Approach
Advanced
Measurement
Approach
Additional
Supplementary
Capital
The guidelines have been devised to make the regulatory requirements more appropriate and also to assist the banks
to follow the instructions more effciently for smooth implementation of the Basel II framework in the banking sector. The
major highlights of the Bangladesh Bank regulations in this regards are:
a) To maintain capital adequacy ratio (CAR) at a minimum of 10 percent of Risk Weighted Assets.
b) To adopt the Standardized Approach for credit risk in relation to implementation of Basel II.
c) To adopt Standardized (Rule Based) Approach for market risk.
d) To adopt Basic Indicator Approach for operational risk.
e) To submit the returns to Bangladesh Bank on a quarterly basis.
Disclosure Framework
The general qualitative disclosure requirements are as follows:
For each Separate risk area (e.g. credit, operational, market, banking book interest rate risk, equity) banks must describe
their risk management objectives and policies, including:
Strategies and processes
the structure and organization of the relevant risk management function.
the scope and nature of risk reporting and/or measurement systems.
Policies, strategies and processes for monitoring the continuing effectiveness of hedging/mitigation risk.
The following components set out as the disclosure requirements:
i) Scope of application
ii) Capital structure
iii) Capital adequacy
iv) Credit Risk
v) Equities: disclosures for banking book positions
vi) Interest rate risk in the banking book (IRRBB)
vii) Market risk
viii) Operational risk
1. Scope of application
Qualitative Disclosures
a) The name of the top corporate entity in the group to which this guideline applies is Agrani Bank Limited.
b) An outline of differences on the basis of consolidation for accounting and regulatory purposes, with a brief
description of the entities within the group:
1) That is fully consolidated.
ABLs Minimum Capital Requirement (MCR) has been arrived at both on Solo & Consolidated Basis.
2) The following items are given a deduction treatment.
a) Remaining value of Valuation Adjustment
b) Beneft of Deferred Tax Assets
The investments in the following 6 subsidiary companies have been deducted in full i.e, at 50% of core
capital and 50% of supplementary capital of ABL on Solo basis.
i) Agrani Equity & Investment Limited
Agrani Bank Limited is the parent company of Agrani Equity & Investment Ltd. which is established to
perform merchant banking activities in Bangladesh.
Name : Agrani Equity & Investment Ltd.
Date of incorporation : 16.03.2010
Date of Commencement : 16.03.2010
Authorized Capital : Tk. 500,00,00,000
Paid up Capital : Tk. 200,00,00,000
Ownership Interest in Capital : Tk. 200,00,00,000 (100%)
52
ii) Agrani SME Financing Company Limited
Agrani Bank Limited is the parent company of Agrani SME Financing Company Limited which is
established to perform retail credit activities in Bangladesh.
Name : Agrani SME Financing Company Limited
Authorized Capital : Tk. 500,00,00,000
Paid up Capital : Tk. 50,00,00,000
Ownership Interest in Capital : Tk. 50,00,00,000 (100%)
iii) Agrani Exchange House Private Limited, Singapore
Agrani Bank Limited is the parent company of Agrani Exchange House Private Limited, Singapore
which is established to perform activities as remittance house.
Name : Agrani Exchange House Private Limited, Singapore
Authorized Capital : SGD 2,00,000
Paid up Capital : SGD 2,00,000
Ownership Interest in Capital : SGD 2,00,000 (100%)
iv) Agrani Remittance House Sdn. Bhd., Malaysia
Agrani Bank Limited is the parent company of Agrani Remittance House Sdn. Bhd., Malaysia which
is established to perform activities as remittance house.
Name : Agrani Remittance House Sdn. Bhd., Malaysia
Authorized Capital : MYR 10,00,000
Paid up Capital : MYR 10,00,000
Ownership Interest in Capital : MYR 10,00,000 (100%)
v) Agrani Exchange Co. (Australia) Pty. Limited
Agrani Bank Limited is the parent company of Agrani Exchange Co. (Australia) Pty. Limited which is
established to perform activities as remittance house.
Name : Agrani Exchange Co. (Australia) Pty. Limited
Date of Commencement : -
Authorized Capital : AUD 5,80,000
Paid up Capital : AUD 1,61,900
Ownership Interest in Capital : AUD 1,61,900 (100% owned by Agrani Bank Limited)
vi) Agrani Remittance House Canada, Inc.
Agrani Bank Limited is the parent company of Agrani Remittance House Canada, Inc. which is
established to perform activities as remittance house.
Name : Agrani Remittance House Canada, Inc.
Date of Commencement : -
Authorized Capital : CAD 4,50,000
Paid up Capital : CAD 1,00,000
Ownership Interest in Capital : CAD 1,00,000 (100% owned by Agrani Bank Limited)
3) That is neither Solo nor deducted (e.g. where the investment is risk- weighted).
The accounts of the ABLs above mentioned subsidiary companies have been consolidated. However,
the investments in these subsidiaries have not been deducted from the capital of ABL.
c) Any restrictions or other major impediments on transfer of funds or regulatory capital within the
group.
Yes, there are.
d) Quantitative Disclosures
Since the Capital requirement of ABL has been arrived at both on Solo & Consolidated basis as such
capital requirement of following subsidiaries have not been assessed:
i) Agrani Equity & Investment Ltd.
ii) Agrani SME Financing Company Ltd.
iii) Agrani Exchange House Private Limited, Singapore.
iv) Agrani Remittance House Sdn, Bhd, Malaysia.
v) Agrani Exchange Co. (Australia) Pvt. Limited
vi) Agrani Remittance House Canada, Inc.
2. Capital structure
a) As per the RBCA Guidelines each bank has to maintain CAR on Consolidated basis or solo basis as per instructions
given by Bangladesh Bank from time to time. The minimum CAR for the year ended December 31, 2012 was 10%. The
regulatory capital under Basel-II is composed of (i) Core Capital (Tier-1), (ii) Supplementary Capital (Tier-2) and (iii)
Additional Supplementary Capital (Tier-3) {only for market risk}.
Tier-1 Capital comprises of paid up Capital, Statutory Reserve, General Reserve and Retained Earnings.
Tier-2 Capital consists of General Provision, Asset Revaluation Reserve and Revaluation Reserve for Securities.
Quantitative Disclosures
(Taka in crore)
(b)The amount of Tier-1 capital, with separate disclosure is Solo Consolidated
Paid up capital 991.29 991.29
Non-repayable share premium account 0.00 0.00
Statutory reserve 413.98 414.55
General reserve 0.50 5.97
Retained earnings (1,454.35) (1,497.18)
Minority interest in subsidiaries 0.00 0.00
Non-cumulative irredeemable preference shares 0.00 0.00
Dividend equalization account 0.00 0.00
Other (if any item approved by BB) 0.00 0.00
Total amount of Tier-I Capital (48.58) (85.37)
c) The total amount of Tier-2 and Tier-3 capital. 0.00 0.00
d) Deductions from Tier-1 & Tier-2 capital. 1,270.96 1140.19
e) Total eligible capital. (1,319.54) (1,225.56)
3. Capital Adequacy
a) Assessment of Capital adequacy is carried out in conjunction with the Capital Adequacy reporting to the Bangladesh
Bank and the approaches were pursued to calculate Minimum Capital Requirement are (1) Credit Risk- Standardized
Approach (SA), (2) Market Risk-Standardized (Rule Based) Approach (SA) and (3) Operational Risk -Basic indicator
Approach(BIA)
54
(Taka in crore)
Solo Consolidated
b) Capital requirement for Credit Risk 1,632.46 1621.24
c) Capital requirement for Market Risk 229.88 281.75
d) Capital requirement for Operational Risk 283.19 285.66
e) Total and Tier- 1 capital ratio 1.00 : (.62) 1.00: (.56)
For the consolidated group and Yes
For stand alone Yes
4. Credit Risk
a) Credit risk is the risk of fnancial loss resulting from failure of a client or counter party to meet its contractual obligations
to the Bank. Bank is exposed to credit risk from its dealing with or lending to corporate, individuals, and other banks
or fnancial institutions. As regards capital charge for Credit Risk, all assets in Banking Book have been risk-weighted
strictly based on pre-specifed weight as fxed by Bangladesh Bank as per RBCA guidelines. However, the Bank has
conducted proper mapping with the grading of Bangladesh Bank for those exposures or claims graded by External Credit
Assessment Institution (ECAI).
Defnitions of past due and impaired (for accounting purposes).
Any claim or exposure that has been overdue for 90 days or more is called past and impaired loan in accordance with
the defnition given by Bangladesh Bank as per section-5(CC) of the Bank Companies Act, 1991.
Description of approaches followed for specifc and general allowances and statistical methods.
The Bank has been following Standardized Approach for assessing the requirement of Capital charge against Credit
Risk. The methodology used for this approach is to rate the exposures by the External credit Assessment Institution
(ECAI).
Discussion on the banks credit risk management policy:
Considering the key elements of credit risk, the bank has established Credit Risk Management framework in line
with the Bank Credit Risk Management (CRM) policy guideline and the Credit Risk Grading (CRG) system. This
framework defnes CRM structure, role, responsibilities and the processes to identify, quantify, and manage risk
under the given policy. The CRM policy is reviewed from time to time for adoption of new techniques, policies for
measurement and management of risks in line with the socioeconomic scenario and investment environment of the
country.
ABLs credit policy is based on the customers need for their business and security, earning capacity of borrower, the
repayment capability of the business, and the value of collateral.
The Credit policy of the bank is focused on the economic goal of the country and policies adopted by the Government. It
strives towards the materialization of the Government policies leading to overall economic development of the country.
The policy stresses the need to give special attention to problem loans and to initiate appropriate action to protect the
Banks interest on a timely basis.
ABL strictly adheres to the regulatory policies; a rule etc. as regard to credit management and is in compliance with
regulatory requirements as stipulated by Bangladesh Bank from time to time.
The objective of credit risk management is to minimize the different dimension of risks associated with credit exposures
and to maintain credit risk profle of the bank within a tolerable range.
b) Total (gross) Credit Risk Exposure broken down by major types of credit exposure is furnished below:
(Taka in crore)
Solo Consolidated
Funded 30,954.37 30,800.62
Non Funded 1,741.56 1,741.56
Total 32,695.93 32,542.18
c) Geographical distribution of exposures, broken down to signifcant areas by major types of credit exposure.
Balance sheet exposure
(Taka in crore)
Region Urban Rural Total
Dhaka Region 12,142.28 247.80 12,390.08
Chittagong Region 3,589.80 36.26 3,626.06
Khulna Region 714.92 213.55 928.47
Rajshahi Region 679.14 277.40 956.54
Barisal Region 472.72 356.61 829.33
Sylhet Region 164.87 54.96 219.83
Rangpur Region 451.63 243.18 694.81
Mymensing Region 377.39 212.28 589.67
Comilla Region 428.61 183.69 612.30
Faridpur Region 335.37 83.84 419.21
Sub Total 19,356.73 1,909.57 21,266.30
Off-Balance sheet exposure
Region (Taka in crore)
Dhaka Region 10,466.51
Chittagong Region 387.98
Khulna Region 95.33
Rajshahi Region 110.22
Barisal Region 95.49
Sylhet Region 7.05
Rangpur Region 42.15
Mymensing Region 7.40
Comilla Region 18.76
Faridpur Region 10.98
Total 11,241.87
d) Industry or counterparty type distribution of exposures, broken down by major types of credit exposure.
Funded (Taka in crore)
Agriculture & Fishery 864.64
Jute & Jute Goods 630.27
Transport, Storage & Communication 150.03
Ship Breaking 219.71
Textile & Readymade Garments 2,675.42
Food & Allied Industry 863.27
Construction & Engineering 185.05
Pharmaceuticals & Chemicals 298.07
Leather Sector 364.10
Power Sector 1,180.42
Professional & Services 182.27
Housing Services 572.12
Wholesale/ Retail Trading 2,152.78
Personal (Staff & other personal Loan) 1,569.16
Others 9,358.99
Total 21,266.30
56
Non Funded: Yet to be made
e) Residual Contractual maturity breakdown of the whole portfolio by major types of credit exposure.
(Taka in crore)
Repayable on Demand 2,087.67
Not more than 3 months 828.24
More than 3 month but not more than 1 year 4,692.45
More than 1 year but not more than 5 years 8,277.27
More than 5 years 5,380.67
Total 21,266.30
Non Funded: As yet not Available.
f) By major industry or counterparty type:
Amount of impaired loans and if available, past due loans, provided separately: TK. 6,215.01 crore
Specifc Provisions: TK. 3,212.03 crore
General provisions: TK. 233.19 crore
Charges for specifc allowances and charge-offs during the period: Not Applicable
g) Gross Non Performing Assets (NPAs) : TK. 5380.13 crore.
Non Performing Assets (NPAs) to Outstanding Loans & advances: 0.25 : 1.00
Movement of Non Performing Assets (NPAs):
(Taka in crore)
Opening balance 2,148.85
Additions 4,074.46
Reductions (8,43.18)
Closing balance 5,380.13
Movement of specifc provisions for NPAs:
(Taka In crore)
Opening balance 942.14
Provisions made during the period 2,527.61
Recoveries of amount previously Written-off 1.02
Provision add back during the year -
Less: Written-off (258.74)
Closing balance 3,212.03
5. Equities: Disclosures for Banking Book Positions
a) The general qualitative disclosure requirement with respect to equity risk, including:
Differentiation between holdings on which capital gains are expected and those taken under other objectives
including for relationship and strategic reasons; ABL has considerable investment in equity shares of various
companies and mutual funds and has active participation in the secondary market. Board, Executive and
Investment committee for the management of investment portfolio and its associated risk to which bank may
be exposed. In the investment process ABL strictly follows the internal policies and procedures put into place
in this respect. ABL also holds unquoted equities intent of which is not trading and the same are shown as
banking book asset in the balance sheet. As these securities are not quoted or traded in the bourses they
are shown in the balance sheet at cost price and no revaluation reserve has been created against these
equities.
The equity markets are traditionally volatile with a high risk, high- returns profle. In an uncertain market
place like the present, investors cannot afford to place all hope in only one product. Therefore, it is very
important to protect the total investment value by means of diversifcation.
Equity holdings in the banking book are recorded in the books of accounts at cost price. Adequate provisions
are made against equity holdings in case any decrease of value of equity holdings.
b) Value of investments disclosed in the balance sheet, as well as the fair value of those investments; for quoted
securities, a comparison to publicly quoted share values where the share price is materially different from fair
value.
Provisions are kept against publicly quoted shares where the share price is materially different from fair value which is
negative. However, no unrealized gain from publicly quoted share is accounted for. Only realized gain is accounted for
in case of publicly quoted shares.
c) The cumulative realized gains (losses) arising from sales and liquidations in the reporting period.
d) Total unrealized gains (losses)
Total latent revaluation gains (losses)
Any amounts of the above included in Tier-2 capital.
e) Capital requirements broken down by appropriate equity groupings, consistent with the banks Methodology,
as well as the aggregate amounts and the type of equity investments subject to any Supervisory provisions
regarding regulatory capital requirements.
TK. 129.03 crore (Investment in unquoted share Tk. 1032.26 Crore 1.25 Risk weight 10% Capital requirement) has
been assessed against unquoted equity holdings and shown in MCR.
6. Interest rate risk in the banking book (IRRBB)
a) Qualitative Disclosures
The general qualitative disclosure requirement including the nature of IRRBB and key assumptions, including loan pre-
payments and behavior of non-maturity deposits, and frequency of IRRBB measurement.
Interest rate risk is the potential that the value of the on- balance sheet and the off-balance sheet positions of the bank
would be negatively affected with the change in the interest rates. Changes in interest rates also affect the underlying
value of the bank assets, liabilities and off-balance sheet instruments because the economic value of future cash fows
changes when interest rates changes.
The Bank uses a simple Sensitivity Analysis as well as Duration Gap Analysis to determine its vulnerability against the
adverse movement of market variables.
ABL discusses the interest rate issue in its ALCOM meeting on monthly basis. In addition, ABL assesses the interest
rate risk using simple duration analysis as per the formula given by Bangladesh Bank in its guidelines on Stress Testing.
For change in interest rates, currently, ABL is more risk sensible for its Assets comparable to its Liabilities.
The Bank is on a continuous process of re-structuring its assets and liabilities to make a balance between them and to
bring the situation back in its favor for any change in interest rate.
b) Quantitative Disclosures
The increase (decline) in earnings or economic value (or relevant measure used by management) for upward and
downward rate shocks according to managements method for measuring IRRBB, broken down by currency (as
relevant).
The bank has been using Stress Testing based on guidelines published by Bangladesh Bank to determine the following:
1) Impact on earnings and
2) Impact on Capital requirements.
58
7. Market Risk
Views of the Board of Directors (BOD) on trading/investment activities.
Market risk arises from the movement of market prices. The BOD of the Bank views the Market Risk as the risk to the
banks earnings and capital due to changes in the market level of interest rates of securities, foreign exchange and
equities as well as the volatilities of those changes. Market Risk Management provides a comprehensive and dynamic
framework for measuring, monitoring and managing interest rate, foreign exchange as well as equity, commodity price
risk of a bank that needs to be closely integrated with the banks business strategy.
Methods used to measure Market risk
The Bank uses the standardized (Rule Based) approach to calculate market risk for trading book exposures
Market Risk Management system
Decision taken in the monthly meeting of Core Risk Management and ALCOM is an important tool for managing market
risk. ALCOM is in place in the bank to administer the system.
Policies and processes for mitigating market risk
The only mitigation tool that the Bank uses is the Marking to Market for mitigating market risk. Besides, a set risk/loss
tolerance level is in place to mitigate market risk.
The capital requirements for
(Taka In crore)
Interest rate risk 49.23
Equity risk 190.96
Foreign exchange risk 41.57
Commodity risk 0.00
8. Operational risk
Views of BOD on system to reduce Operational Risk:
The BOD of the bank views, Operational Risk as the risk of loss arising from inadequate or failed internal processes,
people, systems, external causes, fraud, unauthorized activities, error, omission, ineffciency, systems failure or external
events.
Performance gap of executives and staffs:
Performance goals are most often attained by executives and staff with a few exception.
Potential external events:
ABL, as a state owned commercial bank, is exposed to directed loans as the major external event.
Policies and processes for mitigating operational risk:
The ABL manages this risk through a chain based processes which are documented, authorized and independent.
Transactions, events etc. that are being taken place at the operational level monitored and reported.
If deviations are found, corrective actions are taken to bring the deviation back into the track.
An MIS is in place and is used to identify record and assess any kind of operational risk and to generate appropriate
regular management reporting.
Since ineffciency is one of the root causes of operational risk, the Bank trains its operational staff on regular basis to
make them more effective and effcient for mitigating operational risks.
Approach for calculating capital charge for operational risk:
The Bank uses the Basic Indicator Approach to calculate the capital requirement of its operational risk.
The capital requirements for operational risk: TK. 285.66 crore.
Corporate Social Responsibility
The role of business, in worldwide and especially
in the developing countries, has evolved over the
last few decades from classical profit maximizing
approach to a social responsible approach. There
are many reasons for shifting the role of business
from classical concept to a social responsible
approach. Enterprises create wealth and job
opportunities for the society and on the other hand,
they pollute and destroy environment and ecology
with the devastating impact on human health and
bio-diversity worldwide. The concept of social
responsibility of a company is recent phenomenon
but many observers agree that the globalization
has spurred its growth and prominence.
Primarily, Corporate Social Responsibility (CSR)
starts with the consideration of social implications
by any corporate body which is ultimately reflected
through its initiatives towards betterment of the
disadvantaged peoples of a society. As a
stakeholder of the society, Agrani Bank Limited is
keen to augment CSR activities gradually in the
days to come. As such in broadly defining, CSR
refers to the voluntary role of business towards
building a better society and cleaner environment
beyond its financial commitments and regulatory
obligations. Considering importance of CSR,
Bangladesh Bank since June 2008 has officially
started encouraging towards mainstreaming CSR
in banks and financial institutions of Bangladesh.
Agrani Bank Limited passionately believes that a
better society is fundamental precondition for a
better business environment. As such, CSR is
viewed as one of the core corporate values of the
bank. In its millennium summit held at the UN
Head Quarters, New York, USA in 2000; the United
Nations set eight goals popularly known as
Millennium Development Goals, such as: i)
eradicate extreme poverty and hunger, ii) achieve
universal primary education, iii) promote gender
equality & empower women, iv) reduce child
mortality, v) improve maternal health, vi) combat
HIV/AIDS, malaria and other diseases, vii) ensure
environmental sustainability and viii) develop a
global partnership for development. Bangladesh is
one of the signatories to achieve those goals by
2015. As such, ABL has aligned her CSR activities
partially with those goals.
Agrani Bank Limited is committed to contribute
towards social development through its CSR
program. ABLs ethical standard is not only meant
for maximising profit, rather its vision is to build up
a society where human dignity and rights receive
the highest consideration and evaluation. Banks
motto is also to improve the society and its culture
by means of CSR.
Education
Akin to the previous years, ABL has donated a
sizeable amount to various educational
institutions. In the year, the bank donated Tk.
281.18 lac to 68 beneficiaries. These helps were
extended for renovation/construction of
building/class rooms of different schools, colleges,
universities, libraries etc; giving stipend to the poor
meritorious students; sponsoring various
seminars, conferences, convocations, alumnies,
anniversaries, drama festivals, competitions,
training programs; observing important national
days etc. With a view to providing a smooth
interface between student life and professional life,
ABL offers internship facility to the BBA and MBA
students of different universities. The interns were
granted the opportunities to groom with us in a
truly professional, dynamic and challenging
corporate environment.
Health Care
Access to healthcare facilities is one of the
fundamental rights of every human being.
However, most of our people, especially the
underprivileged group has little or no access to
health care facilities. As such, ABL is committed to
assist those poor people, who have no way to
secure basic treatment. During the year 2012, the
bank has given financial assistance from its CSR
fund a sum of Tk. 85.32 lac to 127 beneficiaries to
ease their miseries.
Disaster Relief
ABLs lending policies with regard to
environmental management are responsive to
emergency support needs of population groups
affected by natural and man made disasters.
During the year 2012, the bank has spent Tk.
14.19 lac for the donation of 12,191 blankets to the
cold stricken poor people of the country in the
districts of Rangpur, Dinajpur, Thakurgaon,
Gaibandha, Kurigram, Panchagarh, Mymenshingh
and Pabna.
Concern for the Environment
In the year 2012, the bank contributed 2.00 lac to
Make Rajshahi Green Project and Tk. 5.00 lac to
BAPA (Bangladesh Paribesh Andolon) for
International Conference on Environment in South
Asia. Today our planet is exposed to a severe
environmental catastrophe than ever before. ABLs
corporate social responsibility contributes
generously to the development of Green Banking.
Protection and thus nourishing the environment is
part of ABLs investment principle. Environmental
issues are taken into account while the bank is
assessing credit proposal for the industrial
projects. As a humble effort to reduce
environmental pollution, the bank is financing CNG
refueling stations. Besides, most of office vehicles
of the bank have already been converted to CNG
fueling system.
Sports
In the year 2012, the Bank has donated Tk. 21.15
lac to 8 beneficiaries of different football and hokey
clubs and tournaments for the promotion of games
and sports. ABL has its own football team that has
been participating in the national football league
relentlessly since independence. In several times
the team defeated renowned clubs of the country
like Mohamadan, Abahony, Brothers Union etc.
The bank has also a cricket team of its own that
has been participating in the first division cricket
league since independence. The team frequently
succeeds to keep its ranking position from three to
five in the league. A number of cricketers and
footballers are playing in the national and
international levels who were once member of ABL
sports team.
Arts and Culture
Agrani Bank Limited is always committed to the
upliftment of Bengali heritage, art, culture and
literature. The bank donated Tk. 30 lac for ongoing
construction of liberation war museum. Besides,
the bank also donated Tk.18.45 lac to other related
projects/programs.
Customers and Well-wishers
ABL feels proud to provide services to the valued
costomers without any hidden cost. The bank
serves to customers as a business partner. The
bank sincerely strives to improve business
relationship with the customers for common
benefit. By optimising financial performance at the
least cost the bank protects the interest of
customers. The bank is maintaining a good
relationship with the business friends for mutual
growth and development. The relationship with our
business partners is based on reciprocal trust and
respect. We transact with them in a fair and
transparent way.
Poverty Alleviation
It is globally accepted that the Non-Government
Organizations (NGOs) have been performing a
laudable role in poverty alleviation across the
globe, especially in Bangladesh. With a view to
widening the access to finance to the poor and
ultra poor community, ABL has been financing
NGOs since 1997 at privileged rates of interest.
ABL financed NGOs are of various categories and
capacities. Such activities also contributed to
generation of income and employment as well.
Promotion of Crop Production
To attain food security of the country ABL has been
providing credit facilities to the farmers at a lower
rate of interest (currently at 8 percent) since 1977.
A huge amount of foreign currency is spent in
every year to import pulse, oil-seeds, spices,
maize etc. In order to save foreign currency, the
Government of Bangladesh encourages our
farmers to boost up the production of above crops
by introducing rebate rate of interest and ABL is
one of the major participants of this initiative. In this
sector, ABL disbursed an amount of Tk.1,623.20
lac in the year 2012.
Promotion of Entrepreneurship
The bank envisaged fostering entrepreneurship
amongst the potential, new and small
entrepreneurs and generating employment
through financing Small and Medium Enterprises.
keeping the aim in mind, ABL does not only run
after the so called blue chips towards profit
maximize of the bank. Rather, it always remains
stick to the triple bottom line: People, Planet &
Profit and focused to the promotion of SMEs. In
this way, a lot of entrepreneurs have grown with us
through which employment opportunities are
created for a huge number of people.
Women Empowerment
As half of our population is woman, a sustainable
national progress cant be attained, if women are
left aside. Therefore, they should progressively be
brought to the mainstream of our development
activities. Considering this reality the bank through
its Nari Agrani program has been mobilizing credit
facilities in industry, service and business sector to
the potential women entrepreneurs at a reduced
rate of 10 percent interest. So far the bank has
financed several woman entrepreneurs and it will
gain due momentum in the days to come.
Awareness Building
Generation of awareness is a very useful tool to
combat social evils, like drug addiction, smoking,
pollution, terrorism, population etc. For this
purpose, the bank has continued support to
different social organizations who displayed
banner, festoon sticker, display board and use
such other communication channels for
discouraging drug, smoking, pollution, population
growth etc. The Bank continued such awareness
building activities for the year 2012.
Other CSR Activities
Agrani Bank Limited is always attentive to attain
more and more good corporate attributes. So,
apart from the exposures mentioned above, ABLs
CSR disclosure includes multi-faceted social
activities. The bank also spent Tk. 75.69 lac to 64
beneficiaries at various private, semi government
and government bodies and socio cultural
organizations.
Category-wise CSR activities of the Bank in 2012
are as follows:
Corporate Social Responsibility Corporate Social Responsibility
59
60
Finance Minister A.M.A. Muhit, MP, recieving blankets from ABL for distribution to the cold-stricken people
by means of CSR.
Education
Health Care
Disaster Relief
and Pabna.
fueling system.
Sports
sports team.
Arts and Culture
projects/programs.
transparent way.
Poverty Alleviation
Women Empowerment
Awareness Building
organizations.
are as follows:
ABL Chairman Dr. Khondoker Bazlul Haque handing over a Bus to the Vice Chancellor of BUET
by means of CSR.
Education
Health Care
Disaster Relief
and Pabna.
fueling system.
Sports
sports team.
Arts and Culture
projects/programs.
transparent way.
Poverty Alleviation
Women Empowerment
Awareness Building
organizations.
are as follows:
62
Dr. Khondoker Bazlul Haque, Chairman of ABL, handing over an Ambulence to the Vice Chancellor of BUET
by means of CSR.
Education
Health Care
Disaster Relief
and Pabna.
fueling system.
Sports
sports team.
Arts and Culture
projects/programs.
transparent way.
Poverty Alleviation
Women Empowerment
Awareness Building
organizations.
are as follows:
by means of CSR.
Education
Health Care
Disaster Relief
and Pabna.
fueling system.
Sports
sports team.
Arts and Culture
projects/programs.
transparent way.
Poverty Alleviation
Women Empowerment
Finance Minister A. M. A. Muhit, MP, is seen with the champion team of ABL sponsored 23rd National Youth Hockey 2012
Awareness Building
organizations.
are as follows:
64
by means of CSR.
Education
Health Care
Disaster Relief
and Pabna.
fueling system.
Sports
sports team.
Arts and Culture
projects/programs.
transparent way.
Poverty Alleviation
Women Empowerment
Awareness Building
organizations.
are as follows:
ABL donated a Bus to the Bangabandhu Sheikh Mujibur Rahman Science and Technology University, Gopalgonj
01 Education 68 281.18
02 Health Care 127 85.32
03 Disaster Relief 12,191 14.19
04 Environment 02 7.00
05 Sports 08 21.15
06 Arts & Culture 09 48.45
07 Others 64 75.69
Total 12,469 532.98
percent in 2011 to 1.30 percent in 2012 but is
expected to rise to 1.50 percent in 2013. It has
been forecasted for eurozone to have sluggish
growth of -0.40 percent in 2012 which was 1.40
percent in 2011 and is expected to grow to 0.20
percent in 2013.
On the other hand, according to Asian
Development Outlook, October 2012, the dimming
global growth prospects and soft domestic
demand in the regions two largest economies are
slowing the pace of developing Asias expansion.
Growth was estimated to slide from 7.20 percent in
2011 to 6.10 percent in 2012, which was expected
to bounce back to register 6.70 percent growth in
2013.
Impressive Track Record of Bangladesh
Economy
Bangladeshs track record of achievements, in
different sectors and according to various
performance indicators, bear evidence that she is
making impressive and encouraging progress
towards attaining her goal of being a middle
income country by 2021. Bangladesh was able to
accelerate her GDP growth from under 4.00
percent per year to over 6.00 percent within a span
of two decades. Our country has been able to
make commendable transition from a
predominantly aid-dependent economy to a
trading nation. The combined net foreign
exchange earnings from export of goods and
remittance are at present about fifteen times more
than the aid we receive annually.
Bangladesh has established herself as the second
largest exporter of apparels in the world, after
China; our shipbuilding, footwear, pharmaceuticals
and other non-traditional exports are showing
encouraging signs. Our farmers have increased
food grains production by more than three fold
since independence enabling Bangladesh to more
towards food security. Our economy has been able
to demonstrate impressive resilience in the face of
multiple global and financial crisis. Bangladeshs
track record in attaining key Millennium
Development Goals (MDGs) including in the areas
of poverty alleviation, gender parity, and access to
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Directors Report
to the Shareholders
Bismillahir Rahmanir Rahim
Respected Shareholders
Assalamu Alaikum
On behalf of the Board of Directors, I am indeed
delighted to present before you the sixth Annual
Report of Agrani Bank Limited. The report
evaluates and analyzes banks overall operational
performance of 2012 compared to that of 2011. I
would request you to read the information and
analyses in conjunction with the audited financial
statements presented herewith. The report also
presents an overview of the global economic
scenario and the performance of Bangladesh
Economy to put in perspective the banks
performance.
Global Economic Scenario
Immediately after the recovery from economic
crisis in 2010, the global economy is again facing
challenges as the recession re-emerged in the first
half of FY 2011-12 due to sovereign debt crisis in
several euro-zone economies and economic
instability in the USA. However, steps taken to
reinvigorate the USA economy and joint efforts to
protect euro economies from further effect of
recession have slightly watered down the effect in
the second half of 2011. Despite some
deceleration in the growth of the developed
economies and slight slowdown in economic
growth of emerging and developing countries
compared to the growth momentum in 2011;
economic growth of emerging and developing
countries remains fairly strong.
According to World Economic Outlook (WEO),
October 2012 of IMF, despite that the world
economic growth slowed to 3.30 percent in 2012
from 3.80 percent in 2011, it is projected to rise to
3.60 percent in 2013. Growth of high income
countries would deteriorate further from 1.60
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health and education has received high global
acclaim.
These aforesaid achievements were possible
through a combination of factors: supportive
government policies and targeted resource
allocation; the hard work of farmers and workers at
home and abroad, contribution of the private
sector and our vibrant entrepreneurial class,
proactive role of our non-government actors
including in areas of disbursement of micro-credit,
development of micro-enterprises and raising
consciousness about economic and social issues;
target support provided by development partners.
Macroeconomic Scenario of Bangladesh
Economic Growth
Although the growth of Bangladesh economy
slowed down in the context of negative growth in
world trade at the beginning of the global financial
crisis in FY 2008-09, next year this growth
bounced back and average growth remained
above 6.00 percent in the last three years.
According to BBS, GDP grew to 6.71 percent in FY
2010-11 and the estimated GDP growth rate for FY
2011-12 is 6.32 percent. However, because of high
base effect induced by more than 5.00 percent
growth in agriculture sector during the last two
years, the growth of FY 2011-12 dipped a little
which is still satisfactory. Alongside, substantial
growth in industry and service sector has
contributed to overall GDP growth. In FY2011-12,
growth in agriculture, industry and service sectors
have estimated to 2.53 percent, 9.47 percent and
6.06 percent respectively. This year GDP and GNI
per capita stood at US$ 772 and US$ 848 which
were US$ 748 and US$ 816 respectively in the last
fiscal year.
Savings and Investment
Estimated domestic savings slightly increased
from 19.30 percent of GDP in FY 2010-11 to 19.40
percent of GDP in FY 2011-12. Investment in FY
2011-12 also showed similar feature with a slight
increase and stood at 25.40 percent of GDP in FY
2011-12 from 25.20 percent of GDP in FY2010-11.
Of which the share of private investment stood at
19.10 percent of GDP while that of public
investment was 6.30 percent in FY 2011-12. In FY
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2010-11, the private and the public sector investments
were 19.50 percent and 5.60 percent of GDP
respectively. Major initiatives of the Government
implemented in infrastructure sector including power
and reduction in cost of doing business helped create
investment-friendly environment. In addition to this,
because of satisfactory growth of remittances, national
savings in FY 2011-12 upturned to 29.40 percent of GDP
from 28.80 percent of GDP in the previous year.
Inflation
The 12 month average inflation rate reached to
10.62 percent in FY 2011-12 which was 8.80
percent in FY2010-11. Oil and food inflation in
global market and excessive credit flows to
unproductive sectors were mainly responsible for
this upturn. Inflation on point to point basis in June
2012 stood at 8.56 percent which was 10.49
percent in March 2011. From the trend analysis of
inflation in Bangladesh, it is clear that in the first
half of FY 2011- 2012 general inflation went up
because of food inflation. However, at the end of
FY2011-12, non-food inflation was the key factor in
pushing general inflation upward. At this point in
time, food inflation recorded to 7.08 (monthly rate,
point to point basis) percent from about 13.00
percent in the same month of FY2010-11.
Satisfactory food production and supply of
essential commodities including demand
management through Open Market Sale (OMS) of
the essential commodities and sufficient stock of
food grains contributed to the efforts of pulling
down food inflation. On the other hand, there was
a non-food inflationary pressure due to price hike
in international market, depreciation in exchange
rate and adjustment of oil price. In order to contain
inflation, the Government has undertaken
necessary steps by forging better coordination
between fiscal and monetary policies. Although
there was a pressure of oil price adjustment on
food price, it was transitory. It is expected that
actions like discouraging credit flows to
unproductive sector alongside adopting restrained
and effective monetary policy will reduce the
inflationary pressure.
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Fiscal Situation
Revenue Earning
A target for revenue receipt was set at Tk.1,18,385
crore (12.94 percent of GDP) in FY 2011-12 of
which NBR tax revenue accounted for Tk. 91,870
crore (10.00 percent of GDP), non-NBR revenue,
Tk. 3,915 crore (0.40 percent of GDP) and non-tax
revenue Tk. 22,600 crore (2.47 percent of GDP).
Against these targets, tax revenue from NBR
sources stood at Tk. 91,597 crore while revenue
receipts from non-NBR source and non-tax
revenue receipts were Tk. 3,633 crore and Tk.
18,550 core respectively in FY 2011-12. Total
revenue receipts increased by 19.53 percent from
Tk. 95,188 crore in FY 2010-11 to Tk. 1,13,781
crore in FY 2011-12.
Monetary and Financial Sector
Following the global financial crisis, monetary
policy stance was accommodative in FY2010-11
which has been adjusted in FY 2011-12 consistent
with the changes in the global and domestic
economic scenario. The monetary policy of FY
2011-12 was formulated to maintain a restrained
money supply and credit growth to manage the
pressure arising from a number of factors including
the lagged effect of high domestic credit growth in
the previous year, high inflation transmitted
through global price hike of essential commodities
including food items and huge borrowing from
banking system to meet government expenditure.
The restrained monetary policy was adopted to
ensure continued support for adequate credit flows
to the productive and priority sectors including
agriculture and SME, while controlling money
supply and credit to unproductive sectors. To
downturn the inflation into a tolerable level
Bangladesh Bank has re-fixed the policy rate of
REPO and reverse REPO at 7.75 percent and 5.75
percent respectively by raising 225 points on 4
occasions.
Interest Rate
There was a maximum cap of 7.00 percent interest
rate on export credit fixed since January 10, 2004
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e`wkK gy`vi wb Atcevni dj jb`b fvimvg
DZ Pvc ckgbi j 2011-12 gy`v bxwZ cYxZ nq|
-| || -| < <|| < < |-| <
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z` I gvSvwi D`vM LvZmn Drcv`bkxj Ges AMvwaKvi
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-< -|< | - -| --c <| <|+ <<| -
myì nvi
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-|< (flexible interest rate) ||||< <|
to facilitate export earnings. Recently, the cap on
interest rate on lending in all sectors other than
pre-shipment export credit and agricultural loans
has been withdrawn. This has brought
competitiveness among banks in fixing rate of
interest on lending in a rational manner. Banks are
allowed to differentiate interest rate up to a
maximum of 3.00 percent considering comparative
risk elements involved among borrowers in the
same lending category which they would promptly
expose in their respective website and inform to
the Bangladesh Bank.
External Sector
Export
In the wake of the recovery from global financial
recession, the export trade of Bangladesh made a
turnaround. However, sovereign credit crisis in
eurozone which is one of Bangladeshs main
export destinations is having its impact on export
trade. The export earnings of Bangladesh stood at
US$ 24,288 million in FY 2011-12, which was 5.90
percent higher than the export earnings (US$
22,928 million) of FY 2010-11. Export earnings in
FY 2011-12 by major categories increased mainly
for footwear (30.10 percent), engineering products
(21.10 percent), woven garments (13.90 percent)
and leather (10.80 percent). On the other hand,
export earnings dipped in respect of raw jute
(-25.40 percent), ceramic product (-10.20 percent)
and jute goods (-7.50 percent). Some of the
facilities under the incentive package declared by
the Government are still continuing. Assistance for
the entrepreneurs tiled New Market Exploration
Assistance announced under the incentive
package is also being extended this year for
diversification of goods and exploration of new
export market. In the meantime, export markets
have been created in Japan, Korea, South Africa
and Turkey. Besides, due to reduction of duties by
India, Bangladeshi commodities are having gainful
access to India.
Import
The total import payments (C&F) stood at US$
35,516 million during FY 2011-12, which was 5.50
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percent higher than the import payments of US$
33,657 million of the preceding year. Although
import payments increased at the beginning of this
fiscal year due to price hike of fuel in the global
market and higher demand of fuel for electricity
generation, it slowed down towards the end of the
year as import of unimportant goods were
discouraged. Analyzing the category of imported
goods, it is observed that, import payments for
industrial raw materials, petroleum and petroleum
products increased by 22.75 percent, 11.15
percent and 21.76 percent respectively, while
import of capital machinery and primary
commodities decreased by 13.73 percent and
25.79 percent respectively.
Overseas Employment and Remittance
Although export of manpower slowed down in the
first half of FY 2010-11 because of the impact of
global recession, particularly on the real estate
markets in the Middle East, and on industrial
labour demand in some South East Asian
economies such as Malaysia, it began to increase
from January 2011. The amount of remittances
increased by 6.03 percent to US$ 11,650.32
million in FY 2010-11 compared to that of the
previous year. Bangladesh earned remittances of
US$ 12,843.40 million in FY 2011-12 which was
10.24 percent higher than the amount of the
previous year. The Government has undertaken
several initiatives including diplomatic approaches
to explore new markets. As many as 6.91 lakh
workers went abroad in quest of jobs in FY
2011-12, which was 57.40 percent higher than the
number stood at in the previous year. To begin
manpower export in full swing to Africa, East
Europe and Latin America, a number of diplomatic
initiatives have been undertaken alongside
establishing new labour wings in several countries.
There is also an attempt to impart training on
various trades to create skilled labour force to
meet the demand of labour markets abroad.
Balance of Payment
Trade balance recorded a rise in deficit by 3.20
percent to US$ 7,995 million in the FY 2011-12 as
compared to the deficit of US$ 7,744 million during
FY 2010-11. During this period, the current
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account balance recorded a surplus of US$ 1,630
million as compared to the surplus of US$ 885
million of FY 2010-11.The deficit recorded in the
overall balance of payment stood at US$ 494
million in FY 2011-12, which was US$ 656 million
in FY 2010-11.
Medium Term Prospect of Bangladesh Economy
In the current context of domestic and global
economic scenario, a Medium-Term
Macroeconomic Framework (MTMF) for FY
2012-2016 has been worked out based on some
fundamental assumptions. Just after the recovery of
the world economy from yearlong global recession
during 2008-09, devastating tsunami and
destruction of nuclear power plant in Japan, the
ongoing sovereign debt crisis in several eurozone
economies and continuing economic instability and
high unemployment in the USA, have slowed the
pace of the world economic growth significantly. As
a result, the global output decreased in 2011.
However, afterwards, an integrated policy and
strategies to overcome the eurozone crisis,
rebouncing of US economic growth and sustaining
the domestic demand in emerging and developing
economies, it was expected that global output
would increase in 2012.
Different macroeconomic indicators for the next
fiscal year and over the medium term have been
updated in view of continued satisfactory
performance in revenue collection, growth in
agriculture sector, investment in infrastructure
including power, exchange rate stability and
containment of inflationary pressure.
In the Medium Term Macroeconomic Framework,
real GDP growth has been estimated at 7.20
percent for FY 2012-13, 7.60 percent for FY
2013-14, 8.00 percent for FY 2014-15 and 9.10
percent for FY 2015-16 respectively. It is expected
that investment will increase from 25.40 percent of
GDP in FY 2011-12 to 33.70 percent in FY 2016-17
where private and public investment will stand at
25.20 percent and 8.50 percent respectively. On
the other hand, domestic savings is expected to
increase to 22.40 percent from 19.60 percent and
national savings will go up from 29.40 percent to
32.80 percent in the medium term.
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<< <|-| ||< <|< <|||, (Medium
Term Macroeconomic Framework- MTMF,
2012-16) <<| - ----> |<||
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Development of agriculture sector including that of
power, energy and communication sectors are
crucial for achieving the desired growth of GDP.
Undertaking initiatives as envisaged in the
roadmap for power, exploring new gas deposits to
meet existing energy demand and utilising
renewable energy will ensure investment-friendly
environment in power and energy sector. It is also
expected that infrastructure deficit will be removed
by reinvigorating public-Private Partnership (PPP)
initiatives in the development of communication
sector and efficient and timely implementation of
Annual Development Program. In order to ensure
proper implementation of projects to be taken up
under PPP, a scheme has been worked out and a
set of policies and guidelines have been approved
by the Government.
In agriculture sector, there was a consistent and
positive growth over the last three years. Huge
government support such as subsidy, power
supply for irrigation, flow of agricultural credit,
innovation of new variety of salinity tolerant seed
and weather, and increasing assistance to
agro-based industries contributed significantly in
achieving sustainable growth in agriculture sector.
All these activities will continue which is expected
to support sustainable agricultural growth.
The estimated government expenditure stood at
16.50 percent of GDP in FY 2011-12 which is
expected to be 18.40 percent in FY 2012-13. The
target for FY 2016-17 has been set at 20.60
percent of GDP. Against this, expenditure on
Annual Development Programme is planned to be
increased from 3.90 percent of GDP in FY 2011-12
to 7.00 percent of GDP in FY 2016-17.
For financing the deficit, Government has planned
to reduce borrowing from the banking system. In
this regard, priority has been given to foreign
assistance which were committed and in pipe line.
For consecutive two years, Standard and Poors
(S&P) and Moodys retained the same sovereign
credit rating for Bangladesh. In their respective
lists rating for Bangladesh is BB- and Ba3.
According to this rating, in terms of credit
worthiness, Bangladesh is at par with the
Philippines, Indonesia and Vietnam. Such rating
will decrease the cost of debenture and import
payment and will help in attracting more foreign
investment.
G cew ARb me ne g~jZ we`yr I Rvjvwb, hvMvhvM
<<||| =< <|< |< < |<| |<- |
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(infrastructure deficit) `~i Kiv me ne ej cZvkv
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jeYvZv mwnz exR Dveb Ges Kwl wfwK wki
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chvq ivLv me nqQ| Kwl LvZ G Kvhgmg~n
|<<< <|- <|<< <| <|<| <# <|+ <|
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Containing inflation is a big challenge for
macroeconomic stability. In MTMF, inflation has
forecasted to bring down at 7.50 percent in the
upcoming fiscal year and that is expected to bring
out almost 5.00 percent. It was expected that the
steps taken to increase food production,
uninterrupted food supply and enhance food
security would also be helpful in reining on
inflation. Bangladesh Bank in its monetary policy
statement has laid emphasis on limiting money
supply and discouraging credit flow to the
unproductive sectors. Side by side, emphasis is
also given to ensure credit flow to productive and
priority sectors including agriculture and SME
sectors.
Financial recession in eurozone economies, one of
the major export markets of Bangladesh, has
affected its export sector slowing it down to 6.20
percent in FY 2011-12. However, it has been
possible to tackle the crisis through integrated
efforts of euro countries. Besides, initiatives on
exploring new markets and diversification of export
goods have already contributed to our economy,
though to a limited extent.
The remittances from expatriate Bangladeshi
workers grew by 10.24 percent during this year
which has been estimated to be 12.00 percent for
next years. It is expected that concerted efforts on
exploring new labour markets and intensive
diplomatic initiatives will increase expatriate
employment and contribute towards sustaining the
existing trends of remittance of flows. The current
account balance (CAB) decreased but in MTMF it
is expected to bring back in a positive territory.
Pressures on exchange rate and foreign exchange
reserve have been offset due to adoption of
effective fiscal and monetary policy stances. Both
the exchange rate and reserve situation remained
stable at the end of FY 2011-12. The goal of
maintaining macroeconomic stability together with
expected GDP growth and target of inflation will be
achieved if the future shocks from domestic as well
as external sectors could be tackled properly.
Digital Bangladesh
Its true meaning lies in proper application of
technology to implement all the commitments of
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`kjvi mwwjZ cqvm Ges G j h Kvhg MnY
Kiv nqQ Zvi dj mU KvwUq DVv me ne ej Avkv
<<| <| =|$|, <||< < < <||
<|<<< < <|<= -| | -| |<
|| <| -< -|
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|< <||< << | <-|<
<| <|+ < <||* <|-< <|<| <| <|< <
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|<|< << < | | -|, <|<<< <| <
gy`vbxwZi dj Zv wbimb Kiv me nqQ| 2011-12
<<< -|< |<|< -|<< |||| |< =
=< |<| |<||< ||| <| < <|<
<| < -|||< < <| < <|-t|<
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KvwLZ cew ARb me ne ej Avkv Kiv hvq|
wWwRUvj evsjv`k
<|< |<< |< |< ||, | < -||<-
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the government regarding education, health,
employment and poverty alleviation. The main
purpose of this idea is to improve the standards of
living of the people by empowering them, ensuring
transparency and accountability in all spheres of
life, establishing good-governance and, above all,
bringing public services to their doorsteps through
the most effective use of technology. In short,
Digital Bangladesh is a happy prosperous and
enlightened Bangladesh, which is free from
hunger, poverty, inequality and corruption and
belongs completely to its people and is driven
forward by digital technology.
Perspective Plan 2010-2021
The Government keeping in view the Golden
Jubilee of Independence has formulated
Bangladesh Perspective Planning 2010-2021,
in the light of Vision-2021 to attain a definite set of
objectives that relate to economic and social
development of Bangladesh. The document
reflects the hopes and aspirations of common
people which has been given the top priority and
incorporates the development philosophy of the
government, its longterm vision and strategic goals
of desired development. The fundamental
objective of this long term plan is to alleviate
poverty by achieving higher growth and to turn
Bangladesh into a medium income country where
poverty will be brought to the minimum and
regional disparity in the sphere of economic
development will be reduced significantly.
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cwZ cwiKbv 2010-2021
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to the Shareholders
Directors Report
66
percent in 2013.
2013.
Economy
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Directors Report
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Assalamu Alaikum
performance.
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Economic Growth
fiscal year.
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by the Government.
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sectors.
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percent in 2013.
2013.
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Directors Report
to the Shareholders
Assalamu Alaikum
performance.
kqvinvviì cwZ
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mvwbZ kqvinvvie`
Avm&mvjvgy AvjvBKzg
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Interest Rate
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External Sector
Export
access to India.
Import
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sectors.
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Assalamu Alaikum
performance.
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access to India.
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sectors.
Digital Bangladesh
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percent in 2013.
2013.
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Directors Report
to the Shareholders
Assalamu Alaikum
performance.
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access to India.
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in FY 2010-11.
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by the Government.
investment.
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|| <| <|< <<| << - -|<
|<<r| < = |#|# <|<| |
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| |< -< |<<| <<|<< |<<|
Moodys <||-< << -'<< =<# |<
| <| ||<| < = <| ||<| S & P
=< Moodys <||-< BB- =< Ba 3 | -|
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sectors.
Digital Bangladesh
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70
percent in 2013.
2013.
Economy
:.c | | -<|< <|| <<| - #<|
+ || |<|<< -|< <|| <<| -, <|
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Outlook, October 2012-= |<<|| ||--| -| |<|
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Directors Report
to the Shareholders
Assalamu Alaikum
performance.
kqvinvviì cwZ
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Avm&mvjvgy AvjvBKzg
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acclaim.
Economic Growth
fiscal year.
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by the Government.
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sectors.
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percent in 2013.
2013.
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Directors Report
to the Shareholders
Assalamu Alaikum
performance.
kqvinvviì cwZ
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mvwbZ kqvinvvie`
Avm&mvjvgy AvjvBKzg
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Interest Rate
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External Sector
Export
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Import
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sectors.
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Assalamu Alaikum
performance.
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sectors.
Digital Bangladesh
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percent in 2013.
2013.
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Directors Report
to the Shareholders
Assalamu Alaikum
performance.
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access to India.
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in FY 2010-11.
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2012-16) <<| - ----> |<||
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by the Government.
investment.
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|| <| <|< <<| << - -|<
|<<r| < = |#|# <|<| |
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| |< -< |<<| <<|<< |<<|
Moodys <||-< << -'<< =<# |<
| <| ||<| < = <| ||<| S & P
=< Moodys <||-< BB- =< Ba 3 | -|
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sectors.
Digital Bangladesh
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74
percent in 2013.
2013.
Economy
:.c | | -<|< <|| <<| - #<|
+ || |<|<< -|< <|| <<| -, <|
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Outlook, October 2012-= |<<|| ||--| -| |<|
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Directors Report
to the Shareholders
Assalamu Alaikum
performance.
kqvinvviì cwZ
|<|<-< |<-
mvwbZ kqvinvvie`
Avm&mvjvgy AvjvBKzg
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acclaim.
Economic Growth
fiscal year.
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sectors.
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Directors Report
to the Shareholders
Assalamu Alaikum
performance.
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Interest Rate
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sectors.
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Assalamu Alaikum
performance.
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sectors.
Digital Bangladesh
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Finance Minister A.M.A. Muhit, MP, is receiving right share and bonus share certificates of ABL from its Chairman,
Dr. Khondoker Bazlul Hoque and Managing Director & CEO Dr. Syed Abdul Hamid, FCA
The plan contains necessary strategies to
overcome the challenges in terms of turning the
country into a medium income economy. The
major goals of this vision are: to accelerate the
growth rate up to 10 percent by 2021, to raise per
capita income up to US$ 2,000, to reduce the
number of population living under poverty line to
13.50 percent, to reduce the unemployment rate
into 15 percent, to increase annual per head
electricity consumption to 600 kilowatt hour and to
strengthen IT sector for building a Digital
Bangladesh.
Emergence of Agrani Bank limited
Agrani Bank Limited started its journey as a Public
Limited Company on 17 May 2007 and took over
the business, assets, liabilities, rights and
obligations of the former Agrani Bank, which
emerged as a Nationalized Commercial Bank in
1972, pursuant to the Bangladesh Banks
Nationalization Order 1972 (President's Order No.
26 of 1972), on a going concern basis through a
Vendor's Agreement. The Agreement was signed
between the Ministry of Finance, Government of
the People's Republic of Bangladesh on behalf of
ga Avqi `k icvii Pvj gvKvejv I Gi Rb
cqvRbxq Kkjmg~n iqQ G cwiKbvq| Gi cavb
jjv nQ: 2021 mvj bvMv` cew nvi 10 kZvsk
DbxZ Kiv, gv_vwcQy Avq 2,000 gvwKb Wjvi DbxZ Kiv,
`vwi` mxgvi wbP emevmKvix RbMYi msLv 13.50
kZvsk bvwgq Avbv, eKviZ nvi 15 kZvsk bvwgq
Avbv, evwlK gv_vwcQy we`yr eenvi 600 wKjvIqvU NUvq
DbxZ Kiv Ges wWwRUvj evsjv`k MVbi Rb Z_ chyw
eevK kwkvjx Kiv|
AMYx evsK wjwgUWi AvZcKvk
17 g 2007 ZvwiL AMYx evsK GKwU cvewjK wjwgUW
<||| |-< |<| << '| <|< ||'
| '| <|<'-=< <<|, -, -|, |<<|< <
KZZ AwaMnY Ki| 1972 mvj evsjv`k evsK mg~n
RvZxqKiY Av`k ej (cwmWUi AWvi bs 26, 1972
|) | <|< || - |<-< <| -
:c < -- | =<| < |< |< <|
MYcRvZx evsjv`k miKvii A_ gYvjq wQj AMYx
Asset Portfolio
The year-end asset portfolio scenarios of the bank in
2011 and 2012 are appended below:
Business Performance
a) Deposits
At the end of December 2012, the deposit of the bank
stood at Tk. 29,242.92 crore compared to Tk. 25,220.84
crore at the end of previous year leading to a
year-on-year growth in deposit of 15.95 percent. Given
the adverse economic scenario of the country during the
year under review, this growth rate is a remarkable
achievement.
In the prevailing situation, mobiliziation of deposits
became highly competitive and as a result, the average
cost of fund for the banks in the private sector increased
compared to that of the previous year. The bank,
therefore, decided to mobilize low cost fund. The deposit
mix of the bank as on 31 December 2012 was as
follows:
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 889 branches as of 31 December
2012 with no overseas branch. The bank has,
however, two at home and four in abroad named,
1) Agrani Equity and Investment Limited, 2) Agrani
SME Financing Company Limited, 3) Agrani
Exchange House Private Limited in Singapore, 4)
Agrani Remittance House Sdn., Bhd. in Kuala
Lumpur, Malaysia, 5) Agrani Remittance House
Canada Inc. in Canada and 6) Agrani Exchange
Company (Australia) Pty. Limited in Australia.
<|<-=< c Ges AMYx evsK wjwgUWi c wQj Gi
cwiPvjbv cwil`| GB AwaMnY KvhKi Kiv nq 1 RyjvB
2007 _K|
evsKi mg kqvii gvwjK MYcRvZx evsjv`k
miKvi Ges AviI 12 Rb kqvinvvi hviv miKvi KZK
gbvbxZ| GB 12 Rbi cZKB gv GKwU Ki kqvii
aviK hv cwiPvjKi hvMZvg~jK kqvii b~bZg
cwigvY|
-:- |< : |< < <|<< ||< | |
889wU| `k 2wU Ges we`k AewZ 4wU wbq AMYx
<|<< | ||<|| :| |<||||< <|||
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||', -) '| ==# |#||* <|||
||', ) '| =?= -| |# ||,
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<|||<, |||', c) '| <||* -|,
<||| |#=|., <|||' =< :) '| =?=
<||| (||) ||<|#. ||, ||'
ABLs Progress Achieved in 2012
In all major areas, the bank made remarkable
progress. Deposits grew by 15.95 percent in 2012
and reached Tk. 29,243 crore from Tk. 25,221
crore in 2011. Total loans and advances in 2012
stood at TK. 21,266 crore as against Tk. 19,409
crore in 2011; which is 9.57 percent higher than
that of the previous year. The operating profit stood
at Tk. 1,007 crore at the end of 2012.
Shareholders Equity
The shareholders equity of the bank as on 31
December 2012 stood at Tk. 717 crore. The
paid-up capital of the bank has increased from Tk.
901.18 crore to Tk. 991.29 crore due to issuance of
bonus shares.
Funding Structure
The year-end funding structures of the bank in
2011 and 2012 are given below:
b) Asset Quality
The Bank maintained quality of its asset and this is
one of the strong areas of its operation. The bank
did not compromise with its standard of excellence
in terms of maintaining asset quality while
extending credit facilities. In order to improve 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.
c) International Trade
The international trade financing is one of the
major business activities conducted by the bank.
The foreign trade related activities of the bank,
carried out through 40 branches across the
country, have earned confidence of importers and
exporters. For smooth operation of international
trade, the bank has a network of 429 foreign
correspondents throughout the world. In addition,
the bank is maintaining 43 NOSTRO accounts with
the worlds leading banks.
d) Import-Export Business
In 2012 the import business stood at Tk. 16,963
crore in and the export business was Tk. 8,838
crore.
e) Foreign Remittance Business
Inward foreign remittance is a major life blood of
rising economy of Bangladesh. In spite of declining
trend in manpower export from the country due to
global economic meltdown during the last couple
of years, Bangladesh registered 16.51 percent
growth in this sector in 2012 as against 2011.
Inward foreign remittance of the country for the
year 2012 is USD 14,176.91 million.

Agrani Bank Limited secured first position in
receiving foreign remittance among the state
owned commercial banks in 2012. ABL has
contributed 10.07 percent to the aggregate
remittance figure of the country and it is US$
1,427.33 million for the calendar year 2012. ABL
has a growth rate of 22.23 percent over the last
years achievement of US$ 1,167.76 million in
remittance business. The comparative studies of
remittances with the other banks are given below:
ABL in line with remittance business expansion
policy has tied up with 4 new exchange houses
including renowned Western Union, US Money
Express Co., USA, NBL Money Transfer Sdn.
Bhd., Malaysia, Standard Express, USA in 2012.
At present, ABL has been under agreement with
52 exchange houses which was 48 in 2011. Apart
from this, work process is in progress to induct
Web Based remittance (Spot Cash) operation in
addition to EFT remittance with a number of Middle
East based remittance houses. Recently, Agrani
Exchange House Pvt. Limited, Singapore, a
subsidiary of Agrani Bank Limited has inaugurated
its 3rd branch in Jurong East, Singapore. Agrani
Remittance House Sdn. Bhd., Malaysia also
applied to the authority for expanding its branch
network. With a view to channelizing remittance in
an easier and cost-effective way from Canada and
Australia, ABL has already got approval from
Bangladesh Bank on 24 September 2012 and 10
October 2012 respectively and obtained
remittance business licenses from the authorities
of respective countries and expecting to collect
direct remittance very soon from there. To facilitate
remittance service to the Bangladeshi expatriates
living in the United States of America, ABL is in
process obtaining approval for a license from the
authority.
A huge number of Bangladeshi expatriates prefer
to send money through ABL for its better exchange
rate and also for its online remittance distribution
connectivity with all of its 889 branches having
cash payment service over the counter by using
Pin Code. To keep remittance flow up, ABL
sponsors different incentive programs for its
valuable customers. The country wise remittance
received by ABL in the year 2012:
2012 mvj evsKi AwRZ AMMwZ
eemvi mKj iZc~Y evsKi AMMwZ AevnZ
iqQ| 2012 mvj AvgvbZ ew cqQ 15.95 kZvsk|
2011 mvj AvgvbZi cwigvY 25,221 KvwU UvKv| 2012
mvji kl AvgvbZi cwigvY `vuovq 29,243 KvwU
UvKv| 2011 mvji 19,409 KvwU UvKv FY I AwMgi
wecixZ 2012 mvji kl FY I AwMgi cwigvY
`vuwoqQ 21,266 KvwU UvKv, hv c~eeZx eQii Pq
kZKiv wnmve cewi nvi `vuovq 9.57 kZvsk| 2012
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KvwU UvKv| GZ G cewi nvi `vuovq 15.95
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cewi nvi wQj DjLhvM|
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< -->| |<-| '<<' |<<, <|< |<<
|||<| <|<|< * -| '|' =<|
cwiPvjbv KiQ|
N) Avg`vwb-ivwb eemv
2012 mvj Avg`vwb eemvq A_vqb nqQ 16,963 KvwU
UvKv Ges ivwb eemvq A_vqb Kiv nqQ 8,838 KvwU
UvKv|
O) e`wkK iwgUv eemv
evsjv`ki geagvb A_bxwZi AbZg cvYkw njv
| <||* <|- |< <<| |<-|<
KviY evsjv`k nZ Rbkw ivwb nvm mI 2011
|< | << -< <||* ::.c: |
cew AwRZ nqQ| 2012 mb `ki AgyLx
<||*< |<| :-,:-:.>: || ||< |<
-:- | | <||* <|- | <|< ||
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AwaKvi KiQ| GKB eQi `ki mvgwMK AgyLx
<||* <|- | <|< || =< |-| :.-
kZvsk hvi cwigvY 1,427.33 wgwjqb gvwKb Wjvi|
-:: | <|<< | <||*< |<| |
1,167.76 wgwjqb gvwKb Wjvi| 2012 mvj AMYx
<|<< <||* <|- --.- | <|+ |
nqQ| wewfb evsKi mv_ AMYx evsK wjwgUWi
<||*< |< | |<
-:- | | <|< || |< <||* |-<
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nvDR Western Union, US Money Express Co. USA,
NBL Money Transfer Sdn, Bhd, Malaysia, Standard
Express, USA - -| =?= -|< |<
|<+ - -:: < --| =?= -|-
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Lvjvi Rb Ave`b Kiv nqQ| cevmx evsjv`kxì
<||* < - < < || <<|< <||| =<
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-- < -:- =< : |<< -:- ||<
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- | <|< |# <||< <||* |-< <<
<<< <<| <|| <||-|-< -|<|$| <||*
mev cuQ Ìqvi j AMYx evsK wjwgUW GKwU
| =?= -| ||< |=| << <<
<|<< -->| || |# <||* |||<
<|< <|<| | <|< |< <||*< <
|<|< <<| | < |<|||< =?= <
c`vbi KviY wecyj msLK cevmx evsjv`kx AMYx evsK
||< |< <||* < << = <|<| <|-
<||< | <|< <|||||</<||<-<
|<| <| -|< -|< |< +<< <|
cwiPvjbv KiQ| 2012 mvj wewfb `k nZ A evsKi
| <||*< | |<
Dr. Atiur Rahman, Governor of Bangladesh Bank, delivering his inaugural speech as chief guest at the Branch
Managers conference of ABL held on 21 April 2012 in Dhaka
78
Bangladesh.
eevK kwkvjx Kiv|
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|) | <|< || - |<-< <| -
:c < -- | =<| < |< |< <|
Asset Portfolio
a) Deposits
achievement.
follows:
July 2007.
2007 _K|
cwigvY|
-:- |< : |< < <|<< ||< | |
<|<< | ||<|| :| |<||||< <|||
iqQ h<|- :) '| #<#| =| #
||', -) '| ==# |#||* <|||
||', ) '| =?= -| |# ||,
|*|<', -) '| <||* -|, =|=. |<=#|.,
<|||<, |||', c) '| <||* -|,
<||| |#=|., <|||' =< :) '| =?=
<||| (||) ||<|#. ||, ||'
Shareholders Equity
bonus shares.
Funding Structure
b) Asset Quality
crore.

authority.
| |<| || -||$ :,- <|| |<|
kqvinvvim BKzBwU
-:- |< |< < <|<< | |<-||<-<
#<#|< |<| | -:- <|| |<| <|| |< #
<<|< |<||< < >:.:- <|| |<| <<
Znwej KvVvgv
|<t
mì cvUdvwjI
-:: =< -:- |< < <|<< -<
|||< | |<t
eemvq AMMwZ
K) AvgvbZ
-:- |< |< < <|<< ||< |<|
|<< - -||$ <<| <<< | -|< <
<|+ = <|< |<| || -<
- | - : |< -:- | <|<<
||< | |<
L) mì gvb
| <|< |< -< | <| << <|
=< |<|| |< =<| |-< -< | ||+ <<#
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<<|< |< << ||< <<| - | -<
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<| < =<| <| |<| | <<
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cwiPvjbv KiQ|
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|<+ - -:: < --| =?= -|-
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|<+ < =|$| <|< <| ||< <<|
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<|< <|<| | <|< |< <||*< <
|<|< <<| | < |<|||< =?= <
||< |< <||* < << = <|<| <|-
<||< | <|< <|||||</<||<-<
|<| <| -|< -|< |< +<< <|
| <||*< | |<
Professor Dr. Khondoker Bazlul Hoque, Chairman of ABL, inaugurating the Zonal, Corporate and AD Branch Head
Conference held on 28 January 2012 in Dhaka
Bangladesh.
eevK kwkvjx Kiv|
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Asset Portfolio
a) Deposits
achievement.
follows:
July 2007.
2007 _K|
cwigvY|
-:- |< : |< < <|<< ||< | |
<|<< | ||<|| :| |<||||< <|||
iqQ h<|- :) '| #<#| =| #
||', -) '| ==# |#||* <|||
||', ) '| =?= -| |# ||,
|*|<', -) '| <||* -|, =|=. |<=#|.,
<|||<, |||', c) '| <||* -|,
<||| |#=|., <|||' =< :) '| =?=
<||| (||) ||<|#. ||, ||'
Shareholders Equity
bonus shares.
Funding Structure
b) Asset Quality
crore.

authority.
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|||<| <|<|< * -| '|' =<|
cwiPvjbv KiQ|
UvKv|
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Express, USA - -| =?= -|< |<
|<+ - -:: < --| =?= -|-
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|<+ < =|$| <|< <| ||< <<|
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<|< <|<| | <|< |< <||*< <
|<|< <<| | < |<|||< =?= <
||< |< <||* < << = <|<| <|-
<||< | <|< <|||||</<||<-<
|<| <| -|< -|< |< +<< <|
| <||*< | |<
Dr. Syed Abdul Hamid, FCA, Managing Director & CEO of ABL presenting key speech at the managers conference
held on 21 April 2012 in Dhaka
80
Bangladesh.
eevK kwkvjx Kiv|
<||| |-< |<| << '| <|< ||'
| '| <|<'-=< <<|, -, -|, |<<|< <
|) | <|< || - |<-< <| -
:c < -- | =<| < |< |< <|
Asset Portfolio
a) Deposits
achievement.
follows:
July 2007.
2007 _K|
cwigvY|
-:- |< : |< < <|<< ||< | |
<|<< | ||<|| :| |<||||< <|||
iqQ h<|- :) '| #<#| =| #
||', -) '| ==# |#||* <|||
||', ) '| =?= -| |# ||,
|*|<', -) '| <||* -|, =|=. |<=#|.,
<|||<, |||', c) '| <||* -|,
<||| |#=|., <|||' =< :) '| =?=
<||| (||) ||<|#. ||, ||'
Shareholders Equity
bonus shares.
Funding Structure
b) Asset Quality
crore.

authority.
Particulars of Assets 2012 2011
Loans and Advances 21,266.30 19,408.56
Investments 9,241.98 8,533.13
Fixed Assets 1,138.07 1,122.66
Money at call and short notice 270.00 100.00
Cash in hand and with other Banks & FIs 2,597.67 2,253.24
Other Assets 3,357.62 3,464.48
Total 37,871.64 34,882.07
| |<| || -||$ :,- <|| |<|
kqvinvvim BKzBwU
-:- |< |< < <|<< | |<-||<-<
#<#|< |<| | -:- <|| |<| <|| |< #
<<|< |<||< < >:.:- <|| |<| <<
Znwej KvVvgv
|<t
mì cvUdvwjI
-:: =< -:- |< < <|<< -<
|||< | |<t
eemvq AMMwZ
K) AvgvbZ
-:- |< |< < <|<< ||< |<|
|<< - -||$ <<| <<< | -|< <
<|+ = <|< |<| || -<
- | - : |< -:- | <|<<
||< | |<
L) mì gvb
| <|< |< -< | <| << <|
=< |<|| |< =<| |-< -< | ||+ <<#
<|< << -| - <| <|<< -<
<<|< |< << ||< <<| - | -<
<< ||<|| < |<| <|+ <|<<r
M) AvRvwZK evwYR
<| < =<| <| |<| | <<
-| <-|< <|| -<||< ||< |< ||-
|||< <|| | <<| |-||<|<< =<
< -->| |<-| '<<' |<<, <|< |<<
|||<| <|<|< * -| '|' =<|
cwiPvjbv KiQ|
UvKv|
Crore Taka Taka in Crore
Asset Portfolio
Investments
9241.98
Fixed Assets 1138.07
Money at call
and short notice 270.00
Cash in Hand and with other
Banks & FIs 2,597.67
Other Assets 3,357.62
Loans and
Advances
21,266.30
O) e`wkK iwgUv eemv
| <||* <|- |< <<| |<-|<
|< | << -< <||* ::.c: |
<||*< |<| :-,:-:.>: || ||< |<
-:- | | <||* <|- | <|< ||
-< <|| ||<||<| <|<-< < < |
<||* <|- | <|< || =< |-| :.-
-:: | <|<< | <||*< |<| |
<|<< <||* <|- --.- | <|+ |
<||*< |< | |<
-:- | | <|< || |< <||* |-<
<|< |<< |< <<|< | <||< <||*
Express, USA - -| =?= -|< |<
|<+ - -:: < --| =?= -|-
eZgvb ABL | c-| <-|< =?= -|< |<
|<+ < =|$| <|< <| ||< <<|
=?= -|< |< EFT <||* =< |||| <<
< <||* <<| |< | | ||< <||
<||-|-< <|<< | =?= -| '|
=?= -| |t ||, ||<' =< < #-=
| || | <<| - =< ||| '|
<||* -| =|=. |<=#|.' =< |<< ||
<||* < - < < || <<|< <||| =<
|| <|< <||* -| ||< <<|=
-- < -:- =< : |<< -:- ||<
<||- <|<< |- | << =< | -
-'|< << <| << |#* - << - -'|
- | <|< |# <||< <||* |-< <<
<<< <<| <|| <||-|-< -|<|$| <||*
| =?= -| ||< |=| << <<
<|<< -->| || |# <||* |||<
<|< <|<| | <|< |< <||*< <
|<|< <<| | < |<|||< =?= <
||< |< <||* < << = <|<| <|-
<||< | <|< <|||||</<||<-<
|<| <| -|< -|< |< +<< <|
| <||*< | |<
Taka in Crore
Sources of Fund 2012 2011
Deposits 29,242.92 25,220.84
Paid-up-Capital 991.29 901.18
Revaluation & Amortization
Reserve in Govt. Securities 11.72 26.93
Assets Revaluation Reserve 753.20 753.84
* Retained Surplus from Profit and
Loss Account (1,454.35) 497.83
Total 29,959.26 27,815.10
* Retained Surplus reduced to Tk. (1,454.35) crore mainly due to increased requirment of loan loss provision resulting from increased
amount of CL, calculated on the basis of newly introduced loan classification system by the BB.
Bangladesh.
eevK kwkvjx Kiv|
<||| |-< |<| << '| <|< ||'
| '| <|<'-=< <<|, -, -|, |<<|< <
|) | <|< || - |<-< <| -
:c < -- | =<| < |< |< <|
Asset Portfolio
a) Deposits
achievement.
follows:
July 2007.
2007 _K|
cwigvY|
-:- |< : |< < <|<< ||< | |
<|<< | ||<|| :| |<||||< <|||
iqQ h<|- :) '| #<#| =| #
||', -) '| ==# |#||* <|||
||', ) '| =?= -| |# ||,
|*|<', -) '| <||* -|, =|=. |<=#|.,
<|||<, |||', c) '| <||* -|,
<||| |#=|., <|||' =< :) '| =?=
<||| (||) ||<|#. ||, ||'
Shareholders Equity
bonus shares.
Funding Structure
b) Asset Quality
crore.

f) Guarantee Business
In 2012, the Bank issued guarantees worth Tk.
515.01 crore compared to Tk. 442.05 crore in the
previous year. The guarantees were issued in
favour of different government authorities,
autonomous bodies, corporations, multi-national
companies etc. against proper securities on behalf
of clients of the Bank.
g) Fund Management and Treasury Operation
In keeping with international standard and the
Central Bank's Guidelines for Core Risk
Management Policy, the Bank has restructured its
treasury functions into three sections i.e. 1) Money
Market, 2) Foreign Exchange (FX) and 3) Capital
Market or Equity Desk. Money Market is devoted
to maintaining CRR & SLR and buying and selling
interests bearing securities. FX desk buys and
sells foreign currencies. Equity desk deals with
equity and shares. Overall treasury function
operates through three segments i) Treasury Front
Office, 2) Treasury Mid Office and 3) Treasury
Back Office. Treasury Front Office deals with
operational activities, Mid Office for regulations
and monitoring, Back Office for settlement and
reconciliation.
Treasury Division has been playing a very vital role
instrumental to the advancement of the Bank. Two
major statutory requirements, CRR and SLR are
maintained efficiently by this Division. Asset
Liability Management is the most important job
done by the Treasury. A significant share of the
total income of the Bank has been contributed by
this Division through money market and FX
operations. The treasury of the bank is a major
player both in the inter bank money market and
foreign exchange market.
Item wise income of the Treasury Division in 2011
& 2012 is shown below:
authority.
Types of Deposits 2012 2011
Current and other Deposits 4,033.75 4,371.42
Savings Bank Deposits 8,925.53 8,532.08
Fixed Deposits 15,812.91 11,808.01
Bills Payable 470.73 509.33
Total 29,242.92 25,220.84
AvgvbZi aiY 2012 2011
PjwZ Ges Abvb AvgvbZ 4,033.75 4,371.42
mqx AvgvbZ 8,925.53 8,532.08
gqv`x AvgvbZ 15,812.91 11,808.01
c`q wej 470.73 509.33
gvU 29,242.92 25,220.84
| |<| || -||$ :,- <|| |<|
kqvinvvim BKzBwU
-:- |< |< < <|<< | |<-||<-<
#<#|< |<| | -:- <|| |<| <|| |< #
<<|< |<||< < >:.:- <|| |<| <<
Znwej KvVvgv
|<t
mì cvUdvwjI
-:: =< -:- |< < <|<< -<
|||< | |<t
eemvq AMMwZ
K) AvgvbZ
-:- |< |< < <|<< ||< |<|
|<< - -||$ <<| <<< | -|< <
<|+ = <|< |<| || -<
- | - : |< -:- | <|<<
||< | |<
L) mì gvb
| <|< |< -< | <| << <|
=< |<|| |< =<| |-< -< | ||+ <<#
<|< << -| - <| <|<< -<
<<|< |< << ||< <<| - | -<
<< ||<|| < |<| <|+ <|<<r
M) AvRvwZK evwYR
<| < =<| <| |<| | <<
-| <-|< <|| -<||< ||< |< ||-
|||< <|| | <<| |-||<|<< =<
< -->| |<-| '<<' |<<, <|< |<<
|||<| <|<|< * -| '|' =<|
cwiPvjbv KiQ|
UvKv|
Crore Taka Deposit Mix 2012
Savings Bank
Deposits
8925.53
Current and other
Deposits
4033.75
Bills Payable
470.73
Fixed
Deposits
15,812.91
O) e`wkK iwgUv eemv
| <||* <|- |< <<| |<-|<
|< | << -< <||* ::.c: |
<||*< |<| :-,:-:.>: || ||< |<
-:- | | <||* <|- | <|< ||
-< <|| ||<||<| <|<-< < < |
<||* <|- | <|< || =< |-| :.-
-:: | <|<< | <||*< |<| |
<|<< <||* <|- --.- | <|+ |
<||*< |< | |<
-:- | | <|< || |< <||* |-<
<|< |<< |< <<|< | <||< <||*
Express, USA - -| =?= -|< |<
|<+ - -:: < --| =?= -|-
eZgvb ABL | c-| <-|< =?= -|< |<
|<+ < =|$| <|< <| ||< <<|
=?= -|< |< EFT <||* =< |||| <<
< <||* <<| |< | | ||< <||
<||-|-< <|<< | =?= -| '|
=?= -| |t ||, ||<' =< < #-=
| || | <<| - =< ||| '|
<||* -| =|=. |<=#|.' =< |<< ||
<||* < - < < || <<|< <||| =<
|| <|< <||* -| ||< <<|=
-- < -:- =< : |<< -:- ||<
<||- <|<< |- | << =< | -
-'|< << <| << |#* - << - -'|
- | <|< |# <||< <||* |-< <<
<<< <<| <|| <||-|-< -|<|$| <||*
| =?= -| ||< |=| << <<
<|<< -->| || |# <||* |||<
<|< <|<| | <|< |< <||*< <
|<|< <<| | < |<|||< =?= <
||< |< <||* < << = <|<| <|-
<||< | <|< <|||||</<||<-<
|<| <| -|< -|< |< +<< <|
| <||*< | |<
P) MvivwU eemv
2012 mvj MvivwU eemvq evsK 515.01 KvwU
UvKvi MvivwU c`vb Ki, hvi cwigvY 2011 mvj wQj
442.05 KvwU UvKv| Dchy RvgvbZi wecixZ
MvnKì c evsK KZK wewfb miKvwi,
||| ||/|, <||< <|||<
AbyK~j MvivwU c`vb Kiv nq|
Q) Znwej eevcbv Ges URvix Kvhg
<-| <|<< <|< |< | |# |#*
Ges AvRvwZK gvbi mv_ mvgm iL A
<|<< ||< <|<=< (:) || |<, (-) <
=?= < () <||| |< <| #<#| -=
wZbwU Ask cybMVb Kiv nqQ| gvwb gvKU CRR I
SLR msiY Ges my`wfwK wmwKDwiwUR q weqi
|< < =?= <-|< -| =
|<= << <|< #<#| |< < #<#|
wewbqvM Ki _vK| URvwi wWwfkbi mvweK Kvhg
:) ||< |, -) ||< | | < )
||< <|< | =< |< ||- - <|<
| |<| <|<=, | | <
< ||< =< <|< | <
wiKbwmwjqkbi KvR Ki _vK|
evsKi AMMwZi URvwi wWwfkbi iZ
Acwimxg| cavb `ywU mswewae Rgv CRR I SLR
msiYi KvR URvwi wWwfkb `Zvi mv_ Ki
<|< - < -| <<||< < <
<|| ||< || |- << <|<< |<
=<| <$ || |< < < =?= -
| - <|<< ||< || |t <|<
|| |< < < =?= |< < |<|
cvjb KiQ|
| |<|<| ||< ||< -:: < -:-
mvji Avq c`kb Kiv nj:
With efficient and prudent handling of Treasury, a
functioning and effective Asset Liability Committee
regulates and articulates the Bank's total need,
exposures, rates and strategy for Asset Liability
Management. An effective ALM process has
enabled the Bank to efficiently manage and project
its asset and liability flow, resulting in a smooth
flow of all funding requirement of the bank while
maximizing all profit opportunities. The treasury
and its supporting offices have kept up their best
effort throughout the year and are determined to
keep it up for better management of Bank's assets
and liabilities.
h) Investment
The investment portfolio of the Bank at the end of
the year 2012 stood at Tk. 9,241.98 crore as
against Tk. 8,533.13 crore in the previous year,
registering a growth of 8.30 percent. The Bank has
always given emphasis on high yielding
investments and maintains Statutory Liquidity
Requirement (SLR) as fixed by Bangladesh Bank
vide BRPD circular no. 11 dated 25 August 2005
and circular no. 12 dated 25 August 2005. The
portfolio of investment of the Bank as on 31
December 2012 is shown below:
=<| <|<<< - < -| <<|| <|| <|<< |
-|<< ||--|, <<-|<, -< -|< |<|< =< - <
`vq eevcbvi KgKkj wbaviY Ki| Z`vbyhvqx URvwi
|| -| < |<|< |< - < -| <<||<
<|| << <|< = || =<| <|<<< - < -|
<<|| +|< |-|< - < -| <|-< <<|<<
|<|< |< -|< <|- ||+ << <| ||
<< <|< ||< =< =< -<|| | -<
| |< |< <|<< - < -| <<||
-|< |< |<|<||< <<| < -
R) wewbqvM
2012 mvj evsKi gvU wewbqvMi cwigvY wQj
9,241.98 KvwU UvKv| c~eeZx eQi Gi cwigvY wQj
8,533.13 KvwU UvKv| G cewi nvi 8.30
kZvsk| DP my` c`vbKvix wewbqvMi cwZ eiveiB evsK
< |- <||- <|<< |<|<|| |<|<
::, ||< -c | -c < :-, ||< -c |
-c <|| <|< |<|<<+ |< (|< |<#||
<|<) <| << <| -:- |< : |< <|<<
|<|| |<|| | |<
i) Loans and Advances
The loans and advances of the Bank grew
significantly in 2012. The total loans and advances
as on 31 December 2012 was Tk. 21,266.30 crore
as against Tk. 19,408.56 crore at the end of
previous year, showing an increase of 9.57
percent.
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 breaking, 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.
S) FY I AwMg
2012 mvj FY I AwMgi cwigvY DjLhvM nvi ew
cqQ| AvjvP mvji kl FY I AwMgi gvU cwigvY
wQj 21,266.30 KvwU UvKv| c~eeZx eQi Gi cwigvY
wQj 19,408.56 KvwU UvKv| G cewi nvi 9.57
kZvsk|
evsKi FYi AvIZvq iqQ wewfb kYxi FY Ges Zv
wewfb LvZ mvwjZ| eemv I wki hme DcLvZ Zv
+|| - | - t =|| <# =< =||
| |r, | <|<, | =< #|=|||<, |< <
|< ||, <|<|, ||, |<|, <||<
wWU xg, wewfb eemvwqK Kvhg, bvix D`vv Ges
|<|<||<
Crore Taka Deposit Mix 2011 and 2012
2012
Current and
other deposit
Savings Bank
Deposits
Fixed Deposits Bills Payable
5
0
9
.
3
3
4
7
0
.
7
3
1
1
8
0
8
.
0
1 1
5
,
8
1
2
.
9
1
8
5
3
2
.
0
8
8
,
9
2
5
.
5
3
4
3
7
1
.
4
2
4
,
0
3
3
.
7
5
2011
KvwU UvKvq Taka in Crore
82
Bangladesh.
eevK kwkvjx Kiv|
<||| |-< |<| << '| <|< ||'
| '| <|<'-=< <<|, -, -|, |<<|< <
|) | <|< || - |<-< <| -
:c < -- | =<| < |< |< <|
Asset Portfolio
a) Deposits
achievement.
follows:
July 2007.
2007 _K|
cwigvY|
-:- |< : |< < <|<< ||< | |
<|<< | ||<|| :| |<||||< <|||
iqQ h<|- :) '| #<#| =| #
||', -) '| ==# |#||* <|||
||', ) '| =?= -| |# ||,
|*|<', -) '| <||* -|, =|=. |<=#|.,
<|||<, |||', c) '| <||* -|,
<||| |#=|., <|||' =< :) '| =?=
<||| (||) ||<|#. ||, ||'
Shareholders Equity
bonus shares.
Funding Structure
b) Asset Quality
crore.

reconciliation.
authority.
| |<| || -||$ :,- <|| |<|
kqvinvvim BKzBwU
-:- |< |< < <|<< | |<-||<-<
#<#|< |<| | -:- <|| |<| <|| |< #
<<|< |<||< < >:.:- <|| |<| <<
Znwej KvVvgv
|<t
mì cvUdvwjI
-:: =< -:- |< < <|<< -<
|||< | |<t
eemvq AMMwZ
K) AvgvbZ
-:- |< |< < <|<< ||< |<|
|<< - -||$ <<| <<< | -|< <
<|+ = <|< |<| || -<
- | - : |< -:- | <|<<
||< | |<
L) mì gvb
| <|< |< -< | <| << <|
=< |<|| |< =<| |-< -< | ||+ <<#
<|< << -| - <| <|<< -<
<<|< |< << ||< <<| - | -<
<< ||<|| < |<| <|+ <|<<r
M) AvRvwZK evwYR
<| < =<| <| |<| | <<
-| <-|< <|| -<||< ||< |< ||-
|||< <|| | <<| |-||<|<< =<
< -->| |<-| '<<' |<<, <|< |<<
|||<| <|<|< * -| '|' =<|
cwiPvjbv KiQ|
UvKv|
Name of Bank 2009 2010 2011 2012
Islami Bank (BD) Limited 2,251.22 3,012.00 3,171.31 3,913.07
Agrani Bank Limited 813.34 989.33 1,167.76 1,427.33
Sonali Bank Limited 1,034.65 1,264.42 1,227.04 1,426.07
Janata Bank Limited 818.02 760.30 950.37 1,221.47
Other Banks 5,825.80 4,713.90 5,651.61 6,188.97
Total 10,743.03 10,739.95 12,168.09 14,176.91
An agreement is signed and handed over inbetween ABL and with the local representative of New York based
remittance company Placid Express
O) e`wkK iwgUv eemv
| <||* <|- |< <<| |<-|<
|< | << -< <||* ::.c: |
<||*< |<| :-,:-:.>: || ||< |<
-:- | | <||* <|- | <|< ||
-< <|| ||<||<| <|<-< < < |
<||* <|- | <|< || =< |-| :.-
-:: | <|<< | <||*< |<| |
<|<< <||* <|- --.- | <|+ |
<||*< |< | |<
-:- | | <|< || |< <||* |-<
<|< |<< |< <<|< | <||< <||*
Express, USA - -| =?= -|< |<
|<+ - -:: < --| =?= -|-
eZgvb ABL | c-| <-|< =?= -|< |<
|<+ < =|$| <|< <| ||< <<|
=?= -|< |< EFT <||* =< |||| <<
< <||* <<| |< | | ||< <||
<||-|-< <|<< | =?= -| '|
=?= -| |t ||, ||<' =< < #-=
| || | <<| - =< ||| '|
<||* -| =|=. |<=#|.' =< |<< ||
<||* < - < < || <<|< <||| =<
|| <|< <||* -| ||< <<|=
-- < -:- =< : |<< -:- ||<
<||- <|<< |- | << =< | -
-'|< << <| << |#* - << - -'|
- | <|< |# <||< <||* |-< <<
<<< <<| <|| <||-|-< -|<|$| <||*
| =?= -| ||< |=| << <<
<|<< -->| || |# <||* |||<
<|< <|<| | <|< |< <||*< <
|<|< <<| | < |<|||< =?= <
||< |< <||* < << = <|<| <|-
<||< | <|< <|||||</<||<-<
|<| <| -|< -|< |< +<< <|
| <||*< | |<
P) MvivwU eemv
||| ||/|, <||< <|||<
<-| <|<< <|< |< | |# |#*
<|<< ||< <|<=< (:) || |<, (-) <
=?= < () <||| |< <| #<#| -=
|< < =?= <-|< -| =
|<= << <|< #<#| |< < #<#|
:) ||< |, -) ||< | | < )
||< <|< | =< |< ||- - <|<
| |<| <|<=, | | <
< ||< =< <|< | <
<|< - < -| <<||< < <
<|| ||< || |- << <|<< |<
=<| <$ || |< < < =?= -
| - <|<< ||< || |t <|<
|| |< < < =?= |< < |<|
cvjb KiQ|
| |<|<| ||< ||< -:: < -:-
and liabilities.
h) Investment
=<| <|<<< - < -| <<|| <|| <|<< |
-|<< ||--|, <<-|<, -< -|< |<|< =< - <
|| -| < |<|< |< - < -| <<||<
<|| << <|< = || =<| <|<<< - < -|
<<|| +|< |-|< - < -| <|-< <<|<<
|<|< |< -|< <|- ||+ << <| ||
<< <|< ||< =< =< -<|| | -<
| |< |< <|<< - < -| <<||
-|< |< |<|<||< <<| < -
R) wewbqvM
< |- <||- <|<< |<|<|| |<|<
::, ||< -c | -c < :-, ||< -c |
-c <|| <|< |<|<<+ |< (|< |<#||
<|<) <| << <| -:- |< : |< <|<<
|<|| |<|| | |<
percent.
S) FY I AwMg
kZvsk|
+|| - | - t =|| <# =< =||
| |r, | <|<, | =< #|=|||<, |< <
|< ||, <|<|, ||, |<|, <||<
|<|<||<
Million USD Bank-wise Position of Remittance
Year
* Source: Bangladesh Bank website
Bangladesh.
eevK kwkvjx Kiv|
<||| |-< |<| << '| <|< ||'
| '| <|<'-=< <<|, -, -|, |<<|< <
|) | <|< || - |<-< <| -
:c < -- | =<| < |< |< <|
Asset Portfolio
a) Deposits
achievement.
follows:
July 2007.
2007 _K|
cwigvY|
-:- |< : |< < <|<< ||< | |
<|<< | ||<|| :| |<||||< <|||
iqQ h<|- :) '| #<#| =| #
||', -) '| ==# |#||* <|||
||', ) '| =?= -| |# ||,
|*|<', -) '| <||* -|, =|=. |<=#|.,
<|||<, |||', c) '| <||* -|,
<||| |#=|., <|||' =< :) '| =?=
<||| (||) ||<|#. ||, ||'
Shareholders Equity
bonus shares.
Funding Structure
b) Asset Quality
crore.

reconciliation.
authority.
| |<| || -||$ :,- <|| |<|
kqvinvvim BKzBwU
-:- |< |< < <|<< | |<-||<-<
#<#|< |<| | -:- <|| |<| <|| |< #
<<|< |<||< < >:.:- <|| |<| <<
Znwej KvVvgv
|<t
mì cvUdvwjI
-:: =< -:- |< < <|<< -<
|||< | |<t
eemvq AMMwZ
K) AvgvbZ
-:- |< |< < <|<< ||< |<|
|<< - -||$ <<| <<< | -|< <
<|+ = <|< |<| || -<
- | - : |< -:- | <|<<
||< | |<
L) mì gvb
| <|< |< -< | <| << <|
=< |<|| |< =<| |-< -< | ||+ <<#
<|< << -| - <| <|<< -<
<<|< |< << ||< <<| - | -<
<< ||<|| < |<| <|+ <|<<r
M) AvRvwZK evwYR
<| < =<| <| |<| | <<
-| <-|< <|| -<||< ||< |< ||-
|||< <|| | <<| |-||<|<< =<
< -->| |<-| '<<' |<<, <|< |<<
|||<| <|<|< * -| '|' =<|
cwiPvjbv KiQ|
UvKv|
O) e`wkK iwgUv eemv
| <||* <|- |< <<| |<-|<
|< | << -< <||* ::.c: |
<||*< |<| :-,:-:.>: || ||< |<
-:- | | <||* <|- | <|< ||
-< <|| ||<||<| <|<-< < < |
<||* <|- | <|< || =< |-| :.-
-:: | <|<< | <||*< |<| |
<|<< <||* <|- --.- | <|+ |
<||*< |< | |<
-:- | | <|< || |< <||* |-<
<|< |<< |< <<|< | <||< <||*
Express, USA - -| =?= -|< |<
|<+ - -:: < --| =?= -|-
eZgvb ABL | c-| <-|< =?= -|< |<
|<+ < =|$| <|< <| ||< <<|
=?= -|< |< EFT <||* =< |||| <<
< <||* <<| |< | | ||< <||
<||-|-< <|<< | =?= -| '|
=?= -| |t ||, ||<' =< < #-=
| || | <<| - =< ||| '|
<||* -| =|=. |<=#|.' =< |<< ||
<||* < - < < || <<|< <||| =<
|| <|< <||* -| ||< <<|=
-- < -:- =< : |<< -:- ||<
<||- <|<< |- | << =< | -
-'|< << <| << |#* - << - -'|
- | <|< |# <||< <||* |-< <<
<<< <<| <|| <||-|-< -|<|$| <||*
| =?= -| ||< |=| << <<
<|<< -->| || |# <||* |||<
<|< <|<| | <|< |< <||*< <
|<|< <<| | < |<|||< =?= <
||< |< <||* < << = <|<| <|-
<||< | <|< <|||||</<||<-<
|<| <| -|< -|< |< +<< <|
| <||*< | |<
P) MvivwU eemv
||| ||/|, <||< <|||<
<-| <|<< <|< |< | |# |#*
<|<< ||< <|<=< (:) || |<, (-) <
=?= < () <||| |< <| #<#| -=
|< < =?= <-|< -| =
|<= << <|< #<#| |< < #<#|
:) ||< |, -) ||< | | < )
||< <|< | =< |< ||- - <|<
| |<| <|<=, | | <
< ||< =< <|< | <
<|< - < -| <<||< < <
<|| ||< || |- << <|<< |<
=<| <$ || |< < < =?= -
| - <|<< ||< || |t <|<
|| |< < < =?= |< < |<|
cvjb KiQ|
| |<|<| ||< ||< -:: < -:-
and liabilities.
h) Investment
=<| <|<<< - < -| <<|| <|| <|<< |
-|<< ||--|, <<-|<, -< -|< |<|< =< - <
|| -| < |<|< |< - < -| <<||<
<|| << <|< = || =<| <|<<< - < -|
<<|| +|< |-|< - < -| <|-< <<|<<
|<|< |< -|< <|- ||+ << <| ||
<< <|< ||< =< =< -<|| | -<
| |< |< <|<< - < -| <<||
-|< |< |<|<||< <<| < -
R) wewbqvM
< |- <||- <|<< |<|<|| |<|<
::, ||< -c | -c < :-, ||< -c |
-c <|| <|< |<|<<+ |< (|< |<#||
<|<) <| << <| -:- |< : |< <|<<
|<|| |<|| | |<
percent.
S) FY I AwMg
kZvsk|
+|| - | - t =|| <# =< =||
| |r, | <|<, | =< #|=|||<, |< <
|< ||, <|<|, ||, |<|, <||<
|<|<||<
Sl. No. Country Name BDT
1 Saudi Arab 4,048.54
2 UAE 1,971.03
3 Malaysia 1,666.48
4 Singapore 1,011.93
5 Kuwait 901.14
6 USA 667.65
7 Bahrain 192.24
8 Oman 171.61
9 Qatar 63.77
10 Italy 26.08
11 Others 960.53
Total 11,681.00
Taka in Crore Country-wise Remittance in 2012 Crore Taka Country-wise Remittance in 2012
Saudi Arab
4048.54
Others 960.53
UAE 1971.03
Malaysia 1666.48
Singapore 1011.93
Kuwait 901.14
USA 667.65
Bahrain 192.24
Oman 171.61
Qatar 63.77
Italy 26.08
84
Bangladesh.
eevK kwkvjx Kiv|
<||| |-< |<| << '| <|< ||'
| '| <|<'-=< <<|, -, -|, |<<|< <
|) | <|< || - |<-< <| -
:c < -- | =<| < |< |< <|
Asset Portfolio
a) Deposits
achievement.
follows:
July 2007.
2007 _K|
cwigvY|
-:- |< : |< < <|<< ||< | |
<|<< | ||<|| :| |<||||< <|||
iqQ h<|- :) '| #<#| =| #
||', -) '| ==# |#||* <|||
||', ) '| =?= -| |# ||,
|*|<', -) '| <||* -|, =|=. |<=#|.,
<|||<, |||', c) '| <||* -|,
<||| |#=|., <|||' =< :) '| =?=
<||| (||) ||<|#. ||, ||'
Shareholders Equity
bonus shares.
Funding Structure
b) Asset Quality
crore.

reconciliation.
authority.
| |<| || -||$ :,- <|| |<|
kqvinvvim BKzBwU
-:- |< |< < <|<< | |<-||<-<
#<#|< |<| | -:- <|| |<| <|| |< #
<<|< |<||< < >:.:- <|| |<| <<
Znwej KvVvgv
|<t
mì cvUdvwjI
-:: =< -:- |< < <|<< -<
|||< | |<t
eemvq AMMwZ
K) AvgvbZ
-:- |< |< < <|<< ||< |<|
|<< - -||$ <<| <<< | -|< <
<|+ = <|< |<| || -<
- | - : |< -:- | <|<<
||< | |<
L) mì gvb
| <|< |< -< | <| << <|
=< |<|| |< =<| |-< -< | ||+ <<#
<|< << -| - <| <|<< -<
<<|< |< << ||< <<| - | -<
<< ||<|| < |<| <|+ <|<<r
M) AvRvwZK evwYR
<| < =<| <| |<| | <<
-| <-|< <|| -<||< ||< |< ||-
|||< <|| | <<| |-||<|<< =<
< -->| |<-| '<<' |<<, <|< |<<
|||<| <|<|< * -| '|' =<|
cwiPvjbv KiQ|
UvKv|
O) e`wkK iwgUv eemv
| <||* <|- |< <<| |<-|<
|< | << -< <||* ::.c: |
<||*< |<| :-,:-:.>: || ||< |<
-:- | | <||* <|- | <|< ||
-< <|| ||<||<| <|<-< < < |
<||* <|- | <|< || =< |-| :.-
-:: | <|<< | <||*< |<| |
<|<< <||* <|- --.- | <|+ |
<||*< |< | |<
-:- | | <|< || |< <||* |-<
<|< |<< |< <<|< | <||< <||*
Express, USA - -| =?= -|< |<
|<+ - -:: < --| =?= -|-
eZgvb ABL | c-| <-|< =?= -|< |<
|<+ < =|$| <|< <| ||< <<|
=?= -|< |< EFT <||* =< |||| <<
< <||* <<| |< | | ||< <||
<||-|-< <|<< | =?= -| '|
=?= -| |t ||, ||<' =< < #-=
| || | <<| - =< ||| '|
<||* -| =|=. |<=#|.' =< |<< ||
<||* < - < < || <<|< <||| =<
|| <|< <||* -| ||< <<|=
-- < -:- =< : |<< -:- ||<
<||- <|<< |- | << =< | -
-'|< << <| << |#* - << - -'|
- | <|< |# <||< <||* |-< <<
<<< <<| <|| <||-|-< -|<|$| <||*
| =?= -| ||< |=| << <<
<|<< -->| || |# <||* |||<
<|< <|<| | <|< |< <||*< <
|<|< <<| | < |<|||< =?= <
||< |< <||* < << = <|<| <|-
<||< | <|< <|||||</<||<-<
|<| <| -|< -|< |< +<< <|
| <||*< | |<
P) MvivwU eemv
||| ||/|, <||< <|||<
<-| <|<< <|< |< | |# |#*
<|<< ||< <|<=< (:) || |<, (-) <
=?= < () <||| |< <| #<#| -=
|< < =?= <-|< -| =
|<= << <|< #<#| |< < #<#|
:) ||< |, -) ||< | | < )
||< <|< | =< |< ||- - <|<
| |<| <|<=, | | <
< ||< =< <|< | <
<|< - < -| <<||< < <
<|| ||< || |- << <|<< |<
=<| <$ || |< < < =?= -
| - <|<< ||< || |t <|<
|| |< < < =?= |< < |<|
cvjb KiQ|
| |<|<| ||< ||< -:: < -:-
and liabilities.
h) Investment
=<| <|<<< - < -| <<|| <|| <|<< |
-|<< ||--|, <<-|<, -< -|< |<|< =< - <
|| -| < |<|< |< - < -| <<||<
<|| << <|< = || =<| <|<<< - < -|
<<|| +|< |-|< - < -| <|-< <<|<<
|<|< |< -|< <|- ||+ << <| ||
<< <|< ||< =< =< -<|| | -<
| |< |< <|<< - < -| <<||
-|< |< |<|<||< <<| < -
R) wewbqvM
< |- <||- <|<< |<|<|| |<|<
::, ||< -c | -c < :-, ||< -c |
-c <|| <|< |<|<<+ |< (|< |<#||
<|<) <| << <| -:- |< : |< <|<<
|<|| |<|| | |<
percent.
S) FY I AwMg
kZvsk|
+|| - | - t =|| <# =< =||
| |r, | <|<, | =< #|=|||<, |< <
|< ||, <|<|, ||, |<|, <||<
|<|<||<
reconciliation.
P) MvivwU eemv
||| ||/|, <||< <|||<
<-| <|<< <|< |< | |# |#*
<|<< ||< <|<=< (:) || |<, (-) <
=?= < () <||| |< <| #<#| -=
|< < =?= <-|< -| =
|<= << <|< #<#| |< < #<#|
:) ||< |, -) ||< | | < )
||< <|< | =< |< ||- - <|<
| |<| <|<=, | | <
< ||< =< <|< | <
<|< - < -| <<||< < <
<|| ||< || |- << <|<< |<
=<| <$ || |< < < =?= -
| - <|<< ||< || |t <|<
|| |< < < =?= |< < |<|
cvjb KiQ|
| |<|<| ||< ||< -:: < -:-
Sl. Item Year
No 2012 2011
1 Sale of securities 63.53 73.93
2 Sale of shares 1.29 11.13
3 Interest on Debenture 3.50 5.22
4 Discount on Treasury Bills 64.71 42.45
5 Interest on Govt. Treasury Bonds 594.11 341.04
6 Dividend warrant 42.92 21.55
7 Interest on subordinated bond 20.57 17.35
8 Interest on other Bonds 13.78 9.98
Total 804.41 522.65
g LvZ eQi
bs 2012 2011
1 wmwKDwiwUR weq 63.53 73.93
2 kqvi weq 1.29 11.13
3 wWevii my` 3.50 5.22
4 URvwi weji evv 64.71 42.45
c <<||< ||< << - c>-.:: -:.-
6 wWwfWU IqviU 42.92 21.55
- |<<<| << - -.c- :-.c
- | << - :.-- >.>-
gvU 804.41 522.65
Item-wise Income of Treasury
and liabilities.
h) Investment
=<| <|<<< - < -| <<|| <|| <|<< |
-|<< ||--|, <<-|<, -< -|< |<|< =< - <
|| -| < |<|< |< - < -| <<||<
<|| << <|< = || =<| <|<<< - < -|
<<|| +|< |-|< - < -| <|-< <<|<<
|<|< |< -|< <|- ||+ << <| ||
<< <|< ||< =< =< -<|| | -<
| |< |< <|<< - < -| <<||
-|< |< |<|<||< <<| < -
R) wewbqvM
< |- <||- <|<< |<|<|| |<|<
::, ||< -c | -c < :-, ||< -c |
-c <|| <|< |<|<<+ |< (|< |<#||
<|<) <| << <| -:- |< : |< <|<<
|<|| |<|| | |<
percent.
S) FY I AwMg
kZvsk|
+|| - | - t =|| <# =< =||
| |r, | <|<, | =< #|=|||<, |< <
|< ||, <|<|, ||, |<|, <||<
|<|<||<
86
reconciliation.
2012 2011
Treasury bills 673.22 835.45
Treasury bonds 6,443.57 5,740.32
Inter Bank REPO 0 0
Prize bonds 1.38 1.33
Sub total (A) 7,118.17 6,577.10
Other Bond 148.00 158.00
Debentures 38.00 76.00
Shares 1,937.81 1,722.03
Sub total (B) 2,123.81 1,956.03
Total (A+B) 9,241.98 8,533.13
Non-
government
Securities
Year
Type of Securities
Government
Securities
2012 2011
URvwi wej 673.22 835.45
||< < :,--.c- c,--.-
Av:evsK wicv 0 0
|# < :.- :.
Dc gvU (K) 7,118.17 6,577.10
| < :--. :c-.
wWevi 38.00 76.00
kqvi 1,937.81 1,722.03
Dc gvU (L) 2,123.81 1,956.03
gvU (K+L) 9,241.98 8,533.13
wmwKDwiwUi aiY
miKvwi
wmwKDwiwUR
emiKvwi
wmwKDwiwUR
eQi
P) MvivwU eemv
||| ||/|, <||< <|||<
<-| <|<< <|< |< | |# |#*
<|<< ||< <|<=< (:) || |<, (-) <
=?= < () <||| |< <| #<#| -=
|< < =?= <-|< -| =
|<= << <|< #<#| |< < #<#|
:) ||< |, -) ||< | | < )
||< <|< | =< |< ||- - <|<
| |<| <|<=, | | <
< ||< =< <|< | <
<|< - < -| <<||< < <
<|| ||< || |- << <|<< |<
=<| <$ || |< < < =?= -
| - <|<< ||< || |t <|<
|| |< < < =?= |< < |<|
cvjb KiQ|
| |<|<| ||< ||< -:: < -:-
and liabilities.
h) Investment
=<| <|<<< - < -| <<|| <|| <|<< |
-|<< ||--|, <<-|<, -< -|< |<|< =< - <
|| -| < |<|< |< - < -| <<||<
<|| << <|< = || =<| <|<<< - < -|
<<|| +|< |-|< - < -| <|-< <<|<<
|<|< |< -|< <|- ||+ << <| ||
<< <|< ||< =< =< -<|| | -<
| |< |< <|<< - < -| <<||
-|< |< |<|<||< <<| < -
R) wewbqvM
< |- <||- <|<< |<|<|| |<|<
::, ||< -c | -c < :-, ||< -c |
-c <|| <|< |<|<<+ |< (|< |<#||
<|<) <| << <| -:- |< : |< <|<<
|<|| |<|| | |<
percent.
S) FY I AwMg
kZvsk|
+|| - | - t =|| <# =< =||
| |r, | <|<, | =< #|=|||<, |< <
|< ||, <|<|, ||, |<|, <||<
|<|<||<
Crore Taka
Investment 2012
Other Bonds
148.00
Treasury Bonds
6443.57
Treasury Bills 673.22
Shares 1937.81
Prize Bonds 1.38
Debentures 38.00
reconciliation.
The Bank attaches top-most importance to
acquisition of quality assets and carries out
appropriate lending risk analysis while approving
commercial and trade loans to clients. The matrix
of advances of the Bank as on 31 December 2012
was as follows:
FYi YMZ gvb ivq evsK mevP iZ w`q _vK|
<|||< < <<||< -|< |< |<<
<<|<<|< <<| - -:- |< : |< < |
|< |
Sector-wise position of loans and advances as on
31 December 2012 is shown below:
: |< -:- ||< | ||< < |<
|<<< |<
P) MvivwU eemv
||| ||/|, <||< <|||<
<-| <|<< <|< |< | |# |#*
<|<< ||< <|<=< (:) || |<, (-) <
=?= < () <||| |< <| #<#| -=
|< < =?= <-|< -| =
|<= << <|< #<#| |< < #<#|
:) ||< |, -) ||< | | < )
||< <|< | =< |< ||- - <|<
| |<| <|<=, | | <
< ||< =< <|< | <
<|< - < -| <<||< < <
<|| ||< || |- << <|<< |<
=<| <$ || |< < < =?= -
| - <|<< ||< || |t <|<
|| |< < < =?= |< < |<|
cvjb KiQ|
| |<|<| ||< ||< -:: < -:-
and liabilities.
h) Investment
=<| <|<<< - < -| <<|| <|| <|<< |
-|<< ||--|, <<-|<, -< -|< |<|< =< - <
|| -| < |<|< |< - < -| <<||<
<|| << <|< = || =<| <|<<< - < -|
<<|| +|< |-|< - < -| <|-< <<|<<
|<|< |< -|< <|- ||+ << <| ||
<< <|< ||< =< =< -<|| | -<
| |< |< <|<< - < -| <<||
-|< |< |<|<||< <<| < -
R) wewbqvM
< |- <||- <|<< |<|<|| |<|<
::, ||< -c | -c < :-, ||< -c |
-c <|| <|< |<|<<+ |< (|< |<#||
<|<) <| << <| -:- |< : |< <|<<
|<|| |<|| | |<
percent.
S) FY I AwMg
kZvsk|
+|| - | - t =|| <# =< =||
| |r, | <|<, | =< #|=|||<, |< <
|< ||, <|<|, ||, |<|, <||<
|<|<||<
Taka in Crore
Crore Taka
Sector-wise position of Loans
Agriculture and Fishery 864.64
Jute and Jute goods 630.27
Transport, Storage and Communication 150.03
Ship Breaking 219.71
Textile and Readymade Garments 2,675.42
Food and Allied Industry 863.27
Construction and Engineering 185.05
Pharmaceuticals and Chemicals 298.07
Leather 364.10
Power & Energy 1,180.42
Professional and Services 182.27
Housing Service 572.12
Wholesale/ Retail Trading 2,152.78
Personal Loan (staff loan and
other personal loan) 1,569.16
Others 9,358.98
Sector-wise Loans 2012 2011
Agriculture and Fishery 864.64 727.91
Jute and Jute goods 630.27 798.30
Transport, Storage and 150.03 174.43
Communication
Ship Breaking 219.71 220.14
Textile and Readymade Garments 2,675.42 3,178.53
Food and Allied Industry 863.27 985.16
Construction and Engineering 185.05 425.47
Pharmaceuticals and Chemicals 298.07 378.5
Leather 364.10 371.19
Power & Energy 1,180.42 746.70
Professional and Services 182.27 140.21
Housing Service 572.12 449.84
Wholesale/ Retail Trading 2,152.78 2,254.77
Personal Loan 1,569.16 1,490.40
(staff loan and other personal loan)
Others 9,358.99 7,066.96
Total 21,266.30 19,408.56
FYi aiY 2012 2011
Kwl I grm 864.64 727.91
cvU I cvURvZ è 630.27 798.30
cwienY, gRy` I 150.03 174.43
hvMvhvM
wkc ewKs 219.71 220.14
e I Zix cvkvK 2,675.42 3,178.53
|- =< | |r -:.-- >-c.::
wbgvY Ges cKkj 185.05 425.47
Jla I imvqb 298.07 378.55
Pvgov LvZ 364.10 371.19
we`yr LvZ 1,180.42 746.70
ckv I mev LvZ 182.27 140.21
Avevmb I mev 572.12 449.84
cvBKvwi I LyPiv eemv 2,152.78 2,254.77
ewMZ FY 1,569.16 1,490.40
Abvb 9,358.99 7,066.96
gvU 21,266.30 19,408.56
KvwU UvKvq
88
reconciliation.
i. Industrial Credit
Agrani Bank Limited as one of the state-owned
commercial banks which plays important role in
implementing Govt's rapid industrial policy for the
overall development of the country. It extends term
loan as well as working capital loan facilities
almost in all sectors of industrialization both
individually and jointly with other government and
private banks and financial institutions under
consortium/ syndication arrangement. Credit
facilities are made available not only in
establishing new projects but also in BMRE of
existing projects. A total sum of Tk. 6,042.73 crore
has been disbursed against a sanctioned amount
of Tk. 7,372.00 crore in 2,691 projects up to
December 2012, the outstanding of which stands
at Tk. 5,172.07 crore.
The comparative study of project loans between
2011 and 2012 is as follows:
i. wk FY
<|| ||<||<| <|||< <|< |-< |
evsK wjwgUW `ki Dbqbi Rb miKvii `Z wkvqb
bxwZ evevqb iZc~Y fwgKv cvjb KiQ| wkvqbi
| < = <|< - |< <
<|||/||< <<| |<| <<||< < <<<||<
evsK Ges Avw_K cwZvbi mv_ h_fve gag I
`xNgqv`x cK gqv`x I PjwZ g~jab FY c`vb Ki
<|< = <r | -|< ||||
we`gvb cKi weGgAviB KiYI FY c`vb Kiv nq| G
evsK nZ wk FY LvZ 31.12.2012 ZvwiL ch
2,691wU cK gywiKZ FY 7,372.00 KvwU UvKvi
wecixZ 6,042.73 KvwU UvKv weZiY Kiv nqQ, hvi
`vq wwZ 5,172.07 KvwU UvKv|
2011 I 20:- | <r < |< | |<
Major Industrial Loan Sectors in 2012
Agrani Bank Limited sanctioned loans in different
sectors, the important ones of which are as
follows:
Textiles (Spinning, Weaving, Dyeing,
Knitting, Finishing)
Export-Oriented Garments Industry
Dairy and Poultry
Leasing
Land Developer
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Bread and Biscuit
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Forest and Allied
Pharmaceuticals
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Bricks
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Year
No. No. Amount Amount
2011 2646 6,135.71 2581 4,797.06 4,244.00
2012 2691 7,372.00 2628 6,042.73 5,172.07
Loan Sanctioned Loan Disbursed
Outstanding
Taka in Crore
Small and Cottage Industries
Power Plant
Plastic and Rubber
Cement
Ceramic
Paper and Board Mills
Tanneries
Printing and Packaging
Engineering
Electrical and Electronics
Computer
Food and Allied
Chemicals
Hospitals and Clinics
Salt
Telecommunication
Filling Station
Glass and Glass ware
Commercial Building and Shopping Mall
ii. Credit Lines
Apart from own source, Agrani Bank Limited
utilizes fund received from the following credit
lines:
IDA Credit
Exim Bank Credit
ADB Credit
OPEC Credit
Industrial Development Bond Fund
BSCIC Consortium
BSCIC Sub-contracting
BSCIC Special Credit
Light Engineering Credit (Direct BSCIC)
Credit Guarantee Scheme
Loans disbursed as on 31.12.2012 under the
above credit lines are as follows:
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iii. Loan to Power Sector
Currently Power Sector is treated as the priority
sector of the country. This Bank has been playing
a significant role in financing this sector. Up to
December 2012, the bank has disbursed a total of
Tk.1,173.72 crore in 9 projects generating 621 MW
electricity per day all of which are duly linked with
the national grid of the country.
iv. Loan to Health Sector
Individuals sound health is mandatory for the
overall development of the country. Sound health
refreshes both body and mind together and
thereby instigates motivation in daily work. Hence,
to spread the medical services to the doorsteps of
mass people of the country, the bank has
disbursed a total of Tk.149.91 crore so far to 30
hospitals and clinics, the outstanding of which is
Tk.178.01 crore at the end of the year.
v. Syndication Financing
ABL has been playing an important role in
implementing large project under syndication
financing. Since 2005 the bank has financed
Tk.1,806.98 crore against 73 projects up to
December 2012 as the member bank as well as
lead arranger of syndication/consortium, the
outstanding of which is Tk.1,727.94 crore at the
end of the year.
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vi. Green Banking Financing
ABL extends credit facilities from its own source
instead of availing refinancing facilities provided by
Bangladesh Bank to establish project like Solar
Panel, Bio-gas, Effluent Treatment Plant and
Hybrid Hoffman Kiln (HHK) and similar
technological projects. The bank finances in these
sectors on easy terms and conditions for
maintenance of ecological balance and public
health by reducing industrial wastages as well as
carbon emission of brick fields and through
utilization of solar energy and environment-friendly
alternative fuel to combat the deficiency of
electricity & gas. The bank disbursed Tk 33.95 lac
in 66 Solar Energy plants, Tk 209.98 lac in Bio-gas
plant against 88 borrowers and Tk 270.00 lac in
Auto Brick fields using Hybrid Hoffman Kiln
technology against 1 borrower respectively upto
2012.
Future plan of Bank in project loan
It is expected that credit flow of Industrial sector
will increase by minimum 10 percent in the coming
year. Credit facilities will be extended in
establishing power plant, information technology,
dairy & poultry, hospitals/clinics, solar energy,
bio-gas , effluent treatment plant and plants like
Hybrid Hoffman Kiln (HHK) for brick field all of
which are priority sectors and
environment-friendly. Furthermore, the Bank will
also finance in industrial sectors in light with
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government policies which will create employment
and enhance economic growth.
vii. SME Financing of ABL
At present SME sector has become one of the
most important thrust sectors for the economy of
Bangladesh. Around 25.00 percent employment is
created by this sector. This employment is
provided with much lower level of investment. To
comply with the Bangladesh Banks instruction,
Agrani Bank Limited formulates a set of
regulations and guidelines on SME financing.
Bangladesh Bank modified the definitions and
criteria as per industrial policy-2010 formulated by
the Government. Moreover, Bangladesh Bank has
included Micro industry/enterprise and Cottage
industry/enterprise in SME financing.
Three Sectors of SME Financing:
Service sectors: Hotel, restaurant, tailoring,
laundry, hospital, clinic, kindergarten, block and
printing, tractor, power tiller, irrigation equipment etc.
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Business sectors: Grocery shop, cloths shop,
medicinal shop, plastic and synthetic shop, shop of
spare parts, rods and cement business, furniture,
agro-business and other income generating and
socially acceptable business.
Industrial sectors: Textile industry, jute industry,
garments, rice mill, plastic industry, saw mill, light
engineering, agro processing, feed mill, furniture
industry etc.
NGO Linkage Program of ABL
Agrani Bank Limited is a pioneer Bank in
expanding credits through the competent NGOs.
The Bank engaged different NGOs for expanding
the SME credit services. Any potential NGO can
avail the credit facilities from this bank under the
existing rules and regulations. The bank has
already delivered a total loan of Tk. 800 millions to
the BRAC and Tk. 110 millions to MIDAS as
wholesale credits with soft terms and conditions.
As a retailer, they have re-lent the same to the
targeted SME people.
Foreign Aided Credit Programs
The ABL has been utilizing its own fund as well as
the foreign fund for credit operation. The credit
programs namely EGPRP and MSFSCIP
(Kurigram) are being successfully operated by the
bank under the financial assistance of IFAD. Under
the EGPRP program, the bank is extending credits
to the people through its 177 branches.
SME Products/Programs of ABL
For easy access to credit by the entrepreneurs the
ABL has introduced several credit products/
programs which are as follows: (i) Nari Agrani, (ii)
Employment Generation Project for the Rural Poor
(EGPRP), (iii) Special Micro Credit Program
(SMCP), (iv) Daridra Bimochon Karmasuchi
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(DABIK), (v) Loan for Disabled Persons (LDP),
(vi) Small Credit Program for Women (SCPW),
(vii) Special Commercial Loan Program (SCLP),
(viii) Marginal and Small Farm System Crop
Intensification Project (MSFSCIP), (ix) SME Small
Transport Credit Program (SMESTCP) and (x)
Solar Energy, Bio-gas and Effluent Treatment
Plant Credit Scheme (SBETPCS) etc.
Performance of SME Sector in 2012
In the year 2012, ABL has disbursed SME loan of
Tk.12,496 millions to the 13,317 entrepreneurs. At
the same time, the bank has recovered Tk.
9,590.40 million from the borrowers. About Tk.
321.40 million of SME loan is ensured to 914
women entrepreneurs. The SME outstanding
credit volume has gone up to Tk. 36,500 million to
the 32,823 persons within the period. As
promotional efforts, the bank has colorfully
participated in different SME fairs organized by the
concerned organizations. Different training
programs have been arranged for the SME credit
officers for smooth operation of SME credits.
SME Vision 2013
SME is capable of increasing national income,
employment generation, eradication of poverty
and hunger, gender equality and women
empowerment. SME sector has played a vital role
in economic development of some prosperous
countries of Asia and Europe. The government has
taken SME as one of the flagship strategies for
employment generating industrialization in the
country. The Government also formulated policy
strategies for development of SME in the industrial
policy of 2010 providing guidelines for SME
development. As a development partner of the
Government, the ABL has a wide vision for the
year 2013. Under the vision, the SME credit should
be extended to the door step of the people. In this
view, sufficient credit disbursement budget will be
allocated for the year 2013. An action plan is made
with a view to training up the managers and SME
credit officers for better SME credit services. A
country wide SME database system should be
developed within the year 2013. Special attention
should be given to the green sectors. For
extending SME credit, the bank has participated in
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the ADB refinance scheme introduced by the
Bangladesh Bank and started financing under this
scheme. Apart from this, overall SME activities
should be geared up so that the bank can achieve
a remarkable position in SME sector.
viii. Agriculture and Rural Credit
The Bank's main functions have been centered
around financing priority sectors in the line with the
Government's overall development vision.
Agriculture is one of the priority sectors to which
the Bank has been channeling funds since 1977
with a broader objective of invigorating the sources
of growth like agriculture including livestock,
fishery and other off farm activities.
Proverty alleviation through income generation
activities is one of the strategies which the Bank
has been pursuing to make financial resources
available to the rural poor to break poverty cycle
and stimulate growth. A large number of targeted
programmes with a loan ceiling of Tk.
5,000-1,00,000 and interest rate between 8-12
percent has been undertaken to reach the rural
landless, marginal farmers, small enterpreneurs
and distressed women. No collateral security is
required for loan upto TK. 1,00,000.
So far December 2012, Tk. 4,147.36 crore has
been disbursed by the Rural Credit Division to
37,65,744 borrowers in existing 42 projects under
54 programmes.
Major Rural Credit projects/programmes
of ABL
Crop Loan Programme, Crop Diversification
Project, Swanirvar Credit Programme, Rural
Finance Project (RFP), Shashya Gudam Reen
Prokalpa, Shrimp Cultural Programme (General),
Credit Scheme for Bananas Cultivation, Credit to
Salt Growers, Khudra Uddyog Credit Programme,
Fisheries Financing Programme (Pond),
Semi-Intensive Shrimp Culture Programme, Credit
Programme for Irrigation Equipment, Self
Employment Programme for the Unemployed
Youth, Credit for Rural House Building, Credit for
Rural Transport, Bank Loan Programme in Small
Scale Poultry Farms, General Rurul Credit
Programme, Horticulture Programme for Poverty
Alleviation, Agricultural Equipment Project, Credit
Scheme for Bettle Cultivation, Cattle, Milking Cow,
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Buffalow Purchase and Beef Fattening Credit
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Abroad, Agro-based Project Loan which includes-
Fish Cultivation Project, Fish and Shrimp/Carp
Hatchery/Nursery Project, Dairy Project, Poultry,
Hatchery and Rearing Project, Integrated Farms,
Feed Mills etc.
j) Loan Classification and Provisioning
Reduction in the number and value of classified
loans and advances has been overriding priority of
the Bank, along with maintaining a commensurate
provision. A range of steps were taken 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 thereof. By the end of
2012, the total classified loan stood at Tk. 5,380.13
crore (25.30 percent of total loans and advances).
k) Loan Recovery Activities 2012
To reduce the amount of classified loans, plans are
formed aiming at the Head office and grassroots
level. Activities are run to achieve the goal upon
setting targets at the beginning of the year.
Declaring November 2012 as classified loan
recovery month, special activities by 14 teams
comprising senior executives are run alongside the
regular activities to accelerate recovery of
classified loans. After visiting grassroots level, the
senior executives have issued special directives to
zonal & branch level for taking effective measures
for recovering classified loan. Besides, 5
non-government debt collection agents have been
deployed to recover written-off loans. As a result of
the measures taken, there was a significant
progress in recovering default-loans in the last
quarter of the year.
Comparative picture of Loan Recovery in 2011 & 2012
Total loans and advances (including staff loan) on
31.12.2012 stood at Tk. 21,266.30 crore. Against
this, the amount of classified loans was Tk.
5,380.13 crore, which is 25.30 percent of total
loans & advances. Classified loans recovered
amounting to Tk. 843.17 crore which was 56.21
percent of total yearly recovery target of Tk.
1500.00 crore.
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kYxwebvwmZ FYi wnmve msLv Ges FYi cwigvY nvm
<<| < <| '|' <|| <|<< =<| ||<<|<|
<| = <| |<|< |<| -| -
Kiv nqQ| c~eeZx kYxwebvwmZ FY Av`vqi
wbweo Z`viKx Ges AbyeZx Kvhg Rvi`vi Kiv nqQ|
||<|| < | <| | - |-<< |<<
bRi `qv nQ| 2012 mvj G aiYi FYi cwigvY
ùvwoqQ 5,380.13 KvwU UvKv (gvU FY I AwMgi
25.30 kZvsk)|
U) FY Av`vq KgKv 2012
kYxwebvwmZ FYi cwigvY nvmKiYi j eQii
<<# || |<|<<< | <| <|<| <
gvV chvq KgcwiKbv cYqb I Z`vbyhvqx Kvhg MnY
<<| - |-| <|+< < -:- |<
kYxKZ FY Av`vq gvm wnme NvlYv Ki wbqwgZ
<|<=< |||| < |<|-| < |<|-|<-<
14wU wUg MVb Ki wekl Kvhg cwiPvjbv Kiv nq|
< < |< | |<| | <| << + <
kvLv mg~ni kYxKZ FY Av`vq wb`kbv c`vb I KvhKi
eev MnY Kib| G QvovI, AejvcbKZ FY Av`vqi
j emiKvwi 5wU cwZvb WU KvjKkb GRU wnme
||| < <| <<||- -< ||
FY Av`vq eQii kl gvwmK DjLhvM AMMwZ
mvwaZ nq|
2011 I 2012 mvji FY Av`vqi Zzjbvg~jK wP
31.12.2012 ZvwiL evsKi gvU FY I AMxgi
(KgPvix FYmn) cwigvY wQj 21,266.30 KvwU UvKv| Gi
wecixZ kYxKZ FYi cwigvY wQj 5,380.13 KvwU
UvKv hv gvU FY I AMxgi 25.30 kZvsk| 2012 mvj
evwlK Av`vq jgvv 1500.00 KvwUi wecixZ
843.17 KvwU UvKv kYxwebvwmZ FY Av`vq nq hv
jgvvi 56.21 kZvsk|
Comparative picture of recovery of classified and
overdue loans in 2011 & 2012:
Future Plan for Loan Recovery
To recover default loans, effective measures taken
in the previous year will be in force. Proper steps
on case to case basis will be taken in terms of
recovering big default loans. Round the year
monitoring, follow-up and supervision will be
stepped up in larger scale. Initiatives targeting the
grassroots level will be increased to prop up the
pace of loan recovery.
l) Subsidiary Companies of ABL
Agrani Bank Limited has care now six subsidiary
companies at its 100 percent ownership. Two of
them are in Bangladesh and four are in abroad
which are as follows:
i. Agrani Equity & Investment Limited
Agrani Bank Limited started to take part in the
capital market operations since it got license from
BSEC on 23rd March 2009. Initially, its operations
were executed under merchant Banking Unit of the
bank. On March 16, 2010, the bank has formed a
subsidiary company named Agrani Equity &
Investment Limited. It started its operation on 15
June 2010 taking over all the assets and liabilities
of merchant banking unit of Agrani Bank Limited.
The fundamental aim of Agrani Equity &
Investment Limited is:
i. to become the market leader in merchant
banking operations by acting as a market
maker & ensure the development of the capital
market by active participation and
2011 Ges 2012 mbi kYxwebvwmZ I gqv`vxY FY
|-|< |< |
FY Av`vq fwelr cwiKbv
Ljvcx FY Av`vqi j weMZ eQii KvhKix
c`cmg~n AevnZ ivLv ne| enr Ljvcx FYmg~n
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
ew Kiv ne| gvVchvq hvMvhvM ewi gvag FY
Av`vq MwZ mvii j c`c MnY Kiv ne|
l) AMYx evsK wjwgUWi mvewmwWqvwi Kvvwbmg~n
| <|< ||< : | | ||<|| =
<|< | |<|||<| <||| < <|< -#|
evsjv`k Ges PviwU we`k h_v:
i. AMYx BKzBwU G BbfgU wjwgUW
AMYx evsK wjwgUW 23 gvP 2009 _K weGmBwm nZ
|#* -< |< | <||< <|<= << <<
cv_wgKfve GB evsKi Aaxb GKwU gvPU evswKs
BDwbU wnme Gi Kvhg cwiPvjbv Kiv nq| 2010
|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
mvji 15 Ryb nZ AMYx evsK wjwgUWi gvPU evswKs
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
i. cyuwRevRvi Dbqb mwq AskMnY Ges MVbg~jK
fwgKv cvjbi gvag gvPU evswKs Kvhg
cwiPvjbvq bZvbxq Aevb DbxZ nIqv Ges
ii. to act as a strong participant for increasing
market depth which will ensure the proper
channeling of funds between banks, NBFIs &
capital market.
Objective
i. Maximize the value creation of the shareholders
as well as clients.
ii. Provide a fundamental information to educate
the investors.
iii. Achieve reliability to market participants by
acting as a safeguard for the market.
iv. To boost up the small and medium investors
awareness and engerness and enhance the
demand of potential securities as well.
v. To perform operations with high standards of
business ethics.
Issue Management
Agrani Equity & Investment Limited primarily
focuses on Issue Management service which is the
key to develop our local industry by public
participation through capital market. Issue
Management functions include the following:
ii. evRvi kwkvjx AskMnYi gvag evRvii cwicZv
ewi Rb KvR Kiv hvZ evsK, Avw_K cwZvb I
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
i. cwZvbi kqvinvvi Ges MvnKì wewbqvwRZ
<< <| ||+ <<|
ii. wewbqvMKvixì gwjK Z_ c`vbi gvag mPZb
Kiv|
iii. evRvii wwZkxjZv iv_ fwgKv cvjbi gvag
evRvi AskMnYKvixì ga Avv ARb Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
v. mevP gvbi eemvwqK bwZKZvi gvag Kvhg
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
Dk nQ Bmy eevcbv mev c`vbi gvag mvaviY
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
1. Initial public offer (IPO) of shares & bonds
2. Repeat public offer of shares and bonds
3. Issue right shares
4. Direct listing of shares
5. Capital raising by other means
Underwriting
Along with issue management activities, Agrani
Equity & Investment Limited also takes part in
underwriting of securities which is a vital part in
building confidence & depth in capital market as
well as potential investment for the company.
Portfolio Management
Agrani Equity & Investment Limited provides
portfolio management services by considering
market fundamentals, macroeconomic trends,
overall behavioral factors & prospective analysis.
The company provides following portfolio
management services to the customers:
1. Portfolio management
2. Margin loan facilities to the investors
Financial Advisory Services
Corporate Advisory Service is one of the core
activities of merchant bank. Recently, BSEC has
adopted a guideline for the financial advisory
services and accordingly Agrani Equity &
Investment Limited is planning & developing the
following services for forthcoming years:
1. Customized instrument designing
2. Placement of equity with various financial
institutions
3. Private capital raising:
a) Equity
b) Debt
c) Hybrid
4. Advisory of private placement of securities
5. Corporate management advisory
6. Arranging activities related to trustees for
securities
7. Arranging credit rating agency related
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
5. Abvb Dcvq g~jab msMn
AejLb
# <<||< |||| | #<#| = #
wjwgUW AejLb Kvhg G AskMnY Ki _vK hv cyuwR
evRvi cwicZv ew I Avv ZwiZ mnvqK Ges
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
|| - || |||< <<|| <|
c`vb Kiv nq:
:. |||< <<||
2. wewbqvMKvixì gvwRb FY c`vb|
Avw_K civgk mev
Avw_K civgk mev c`vb Kiv GKwU gvPU evsKi
<| | ||<< <| <|-|<
weGmwm MvBWjvBb cYqb KiQ Ges m gvZveK AMYx
#<#| = # || |<< ||
mevmg~n c`vbi j KvR Ki hvQ:
:. <||# #* ||#
-. |<| ||<< ||< #<#|
3. cvBfU g~jab msMn:
<) #<#|
L) FY
M) nvBweW
4. cvBfU cmgU msv civgk mev
5. cvwZvwbK eevcbvg~jK civgk mev
:. ||<|<| =< |<< || =| -||
7. wW <| =|* sv mnvqZv
ii. Agrani SME Financing Company Limited
Agrani SME Financing Company Limited was
registered in the Registerar of Joint Stock
Company on 27 October 2010 which is a 100
percent owned Subsidiary Public Limited
Company of Agrani Bank Limited. The Company is
one of the 30 Non-Banking Financial Institutions
(NBFIs) currently rendering financial services to
the existing and potential entrepreneurs in
Bangladesh. It is for the development of
entrepreneurship and small and medium scale
labour intensive enterprises to increase the
income and employment for the missing middle
eligible entrepreneurs with particular emphasis to
women entrepreneurs in the urban, semi-urban
and rural areas in the Companys operational
areas.
Objectives
Develop entrepreneurship and
small/medium scale labour intensive
enterprises.
Increase income and employment for the
entrepreneurs.
Promote women entrepreneurs.
Generate income and support a more
equitable income distribution.
Arrange entrepreneurship development
training and skill development training for
the entrepreneurs before disbursing loan.
ii. AMYx GmGgB dvBbvws Kvvwb wjwgUW
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
100 kZvsk gvwjKvbvq cwZwZ GKwU mvewmwWqvwi
|<|< || <||| <| -< |
-<||< ||<< ||< =<| ||
|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<|||| -|| , missing middle RbMvxi
<| | < | <|+< ||<$ - <
gvSvix D`vM MnY Ges wekl Ki kni, Dckni Ges
MvgxY gwnjv D`vv Dbqb iZc~Y fwgKv cvjb
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
Avq ewmn bvqmsMZ Avq weZiY mnvqZv|
FY weZiYi c~e D`vv Dbqb I `Zv ewi
Rb cwkYi AvqvRb Kiv|
Number of Amount
Projects outstanding
Own Sources 962 4942.40
Other Credit Lines 1,729 229.67
Types of Fund
Taka in Crore
| >:- ->--.-
Abvb wWU jvBbm& 1,729 229.67
KvwU UvKvq
Znweji aiY cKi msLv FY wwZ
90
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
|<| <| < | << |< - < -
<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
< ||, -|||/ |<|<, <|, <|||, <
<| |< <| | | -| <<| -<
A power plant project financed by Agrani Bank Limited
|< <|< |, <|< <|+ <|+
|<| | -< < = | -< |
=# <|< <| < - <||- <|<<
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|r/|| =< <|< |r/||< ==# <|<
Af KiQ|
mev LvZt -|, <<, #||<, |, -|||,
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mPh BZvw`|
industry etc.
-|<|, ||< < ||<< -|<|, <| <|<
-|<|, <-|< <<|, |||< <<|, <|<|
eemv|
wk LvZ t <|r, ||r, |, |<, ||<
||, |||< |r #||-
GbwRI wjsKR cvMvg
<| =|<-< |< <|<= |< |
<| |< |<| =|< ||< |||
#|< <|<| - =|< || <|<-<
- || |<| =< |#|-< :: || |<|
==# -||< | = t|<< <<
<|<< | -|< < <-|< -|< <<-|< <<
#|||<| < ====||#| (<|$|) <r
-'| #|-< ||<< -|| |< |< |<||
- #|||<|-=< |<| <|<| |<|- |
<| ==# ||/ <| | << =#
<|/||| -| t (:) |<| |t |-|-<
|< < |- <<| << (#|||<|)t =<|
#|- |-|< -| <r, () |<< - <|
SME Vision 2013
(==||), (-) -||<- |<| <| (-||<<)t t
- -|<--< =<| - -| <|, (c)
- -| <| (=|||<), (-) |<< <|||<
<| (=|=|), (-) ||< < - ||<
+| ||<$<< (====||#|), (>)
==# - |<<- <| (==#=|||),
- || <|<=< |-< = <|< |
- << ==# =|< |<||<
AvqvRb Kiv nqQ|
GmGgB icK 2013
|| | <|+, - <| |, <| < -||<-|
-<|<<, |<|-<<< | | =< |<|< |
==#-=< < |<| #<| < =||< |<
+|| -< <|< ==# | <
- =< ||<| |r< <<|< <| <
==# =< |< | <|< ||< =<|
==# < < -|<-|$| || -< =
<<|+ <<| -< <| ||+ <<|< ||
<|< | |< |<< < -| -< ==#
<|<= |<< <||- <|< <<
|< =||< =< |<-|#|* | - <<
54 programmes.
of ABL
|<< <|<= << <<| - = |$| ||<< ==#
<|< - ||<<|<| |-<
<|<|< < <|, |< =< |<| <|<
| |<| <<| ||| <<< |< |-<
|||< < <|< <|< ||<< <|<
|< |-|, ||< |<|, - -|| =< -|
<< - |< -:- < | |<| - c-|
nqQ|
AMYx evsK wjwgUWi
, <|<< , |< , |
<r (|<=|), -| <r, ||$ |<
(|<|<), <| |< , < |- , -
-| <r, |< (<< |<),
|<|-||<$ ||$ , < ,
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|<<- , -<| -| <|< ||<< ,
|<|< | , -||<- |<| -|||<
||- (|| |, -|< <-/|-< =, <
Feed Mills etc.
1500.00 crore.
-||<- |<| $| | , |<|<< |<-
<-< , <|< ||< <r -=< |<|
|< <r , |< -||<|/||<| <r
, #<| |r , ||, -||<|/||<| |r ,
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<<| < <| '|' <|| <|<< =<| ||<<|<|
<| = <| |<|< |<| -| -
||<|| < | <| | - |-<< |<<
25.30 kZvsk)|
<<# || |<|<<< | <| <|<| <
<<| - |-| <|+< < -:- |<
<|<=< |||| < |<|-| < |<|-|<-<
< < |< | |<| | <| << + <
||| < <| <<||- -< ||
mvwaZ nq|
jgvvi 56.21 kZvsk|
|-|< |< |
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
| <|< ||< : | | ||<|| =
<|< | |<|||<| <||| < <|< -#|
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|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
capital market.
Objective
as well as clients.
the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
<< <| ||+ <<|
Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
Underwriting
institutions
a) Equity
b) Debt
c) Hybrid
securities
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
AejLb
# <<||< |||| | #<#| = #
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
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c`vb Kiv nq:
:. |||< <<||
Avw_K civgk mev
<| | ||<< <| <|-|<
#<#| = # || |<< ||
:. <||# #* ||#
-. |<| ||<< ||< #<#|
<) #<#|
L) FY
M) nvBweW
:. ||<|<| =< |<< || =| -||
areas.
Objectives
enterprises.
entrepreneurs.
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
|<|< || <||| <| -< |
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|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<| | < | <|+< ||<$ - <
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
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<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
< ||, -|||/ |<|<, <|, <|||, <
<| |< <| | | -| <<| -<
ABL is a lending member bank of the glorious Jatrabari Flyover Project in Dhaka.
|< <|< |, <|< <|+ <|+
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=# <|< <| < - <||- <|<<
<||- <|< << ==# =< | =< <|<
|<|<| <<| - |<<, <||- <|< -
|r/|| =< <|< |r/||< ==# <|<
Af KiQ|
mev LvZt -|, <<, #||<, |, -|||,
|<|<, |<|<|, << = ||, |<, |<|< ||<,
mPh BZvw`|
industry etc.
-|<|, ||< < ||<< -|<|, <| <|<
-|<|, <-|< <<|, |||< <<|, <|<|
eemv|
wk LvZ t <|r, ||r, |, |<, ||<
||, |||< |r #||-
GbwRI wjsKR cvMvg
<| =|<-< |< <|<= |< |
<| |< |<| =|< ||< |||
#|< <|<| - =|< || <|<-<
- || |<| =< |#|-< :: || |<|
==# -||< | = t|<< <<
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SME Vision 2013
(==||), (-) -||<- |<| <| (-||<<)t t
- -|<--< =<| - -| <|, (c)
- -| <| (=|||<), (-) |<< <|||<
<| (=|=|), (-) ||< < - ||<
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- || <|<=< |-< = <|< |
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AvqvRb Kiv nqQ|
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|| | <|+, - <| |, <| < -||<-|
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- =< ||<| |r< <<|< <| <
==# =< |< | <|< ||< =<|
==# < < -|<-|$| || -< =
<<|+ <<| -< <| ||+ <<|< ||
<|< | |< |<< < -| -< ==#
<|<= |<< <||- <|< <<
|< =||< =< |<-|#|* | - <<
54 programmes.
of ABL
|<< <|<= << <<| - = |$| ||<< ==#
<|< - ||<<|<| |-<
<|<|< < <|, |< =< |<| <|<
| |<| <<| ||| <<< |< |-<
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, <|<< , |< , |
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Feed Mills etc.
1500.00 crore.
-||<- |<| $| | , |<|<< |<-
<-< , <|< ||< <r -=< |<|
|< <r , |< -||<|/||<| <r
, #<| |r , ||, -||<|/||<| |r ,
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25.30 kZvsk)|
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<<| - |-| <|+< < -:- |<
<|<=< |||| < |<|-| < |<|-|<-<
< < |< | |<| | <| << + <
||| < <| <<||- -< ||
mvwaZ nq|
jgvvi 56.21 kZvsk|
|-|< |< |
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
| <|< ||< : | | ||<|| =
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|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
capital market.
Objective
as well as clients.
the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
<< <| ||+ <<|
Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
Underwriting
institutions
a) Equity
b) Debt
c) Hybrid
securities
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
AejLb
# <<||< |||| | #<#| = #
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
|| - || |||< <<|| <|
c`vb Kiv nq:
:. |||< <<||
Avw_K civgk mev
<| | ||<< <| <|-|<
#<#| = # || |<< ||
:. <||# #* ||#
-. |<| ||<< ||< #<#|
<) #<#|
L) FY
M) nvBweW
:. ||<|<| =< |<< || =| -||
areas.
Objectives
enterprises.
entrepreneurs.
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
|<|< || <||| <| -< |
-<||< ||<< ||< =<| ||
|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<| | < | <|+< ||<$ - <
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
92
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
|<| <| < | << |< - < -
<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
< ||, -|||/ |<|<, <|, <|||, <
<| |< <| | | -| <<| -<
|< <|< |, <|< <|+ <|+
|<| | -< < = | -< |
=# <|< <| < - <||- <|<<
<||- <|< << ==# =< | =< <|<
|<|<| <<| - |<<, <||- <|< -
|r/|| =< <|< |r/||< ==# <|<
Af KiQ|
mev LvZt -|, <<, #||<, |, -|||,
|<|<, |<|<|, << = ||, |<, |<|< ||<,
mPh BZvw`|
Signing of participation agreement under SME Refinance Scheme of ADB between Dr. Syed Abdul Hamid, Managing
Director & CEO of ABL and Sukamal Sinha Chawdhury, GM of Bangladesh Bank
industry etc.
-|<|, ||< < ||<< -|<|, <| <|<
-|<|, <-|< <<|, |||< <<|, <|<|
eemv|
wk LvZ t <|r, ||r, |, |<, ||<
||, |||< |r #||-
GbwRI wjsKR cvMvg
<| =|<-< |< <|<= |< |
<| |< |<| =|< ||< |||
#|< <|<| - =|< || <|<-<
- || |<| =< |#|-< :: || |<|
==# -||< | = t|<< <<
<|<< | -|< < <-|< -|< <<-|< <<
#|||<| < ====||#| (<|$|) <r
-'| #|-< ||<< -|| |< |< |<||
- #|||<|-=< |<| <|<| |<|- |
<| ==# ||/ <| | << =#
<|/||| -| t (:) |<| |t |-|-<
|< < |- <<| << (#|||<|)t =<|
#|- |-|< -| <r, () |<< - <|
SME Vision 2013
(==||), (-) -||<- |<| <| (-||<<)t t
- -|<--< =<| - -| <|, (c)
- -| <| (=|||<), (-) |<< <|||<
<| (=|=|), (-) ||< < - ||<
+| ||<$<< (====||#|), (>)
==# - |<<- <| (==#=|||),
- || <|<=< |-< = <|< |
- << ==# =|< |<||<
AvqvRb Kiv nqQ|
GmGgB icK 2013
|| | <|+, - <| |, <| < -||<-|
-<|<<, |<|-<<< | | =< |<|< |
==#-=< < |<| #<| < =||< |<
+|| -< <|< ==# | <
- =< ||<| |r< <<|< <| <
==# =< |< | <|< ||< =<|
==# < < -|<-|$| || -< =
<<|+ <<| -< <| ||+ <<|< ||
<|< | |< |<< < -| -< ==#
<|<= |<< <||- <|< <<
|< =||< =< |<-|#|* | - <<
54 programmes.
of ABL
|<< <|<= << <<| - = |$| ||<< ==#
<|< - ||<<|<| |-<
<|<|< < <|, |< =< |<| <|<
| |<| <<| ||| <<< |< |-<
|||< < <|< <|< ||<< <|<
|< |-|, ||< |<|, - -|| =< -|
<< - |< -:- < | |<| - c-|
nqQ|
AMYx evsK wjwgUWi
, <|<< , |< , |
<r (|<=|), -| <r, ||$ |<
(|<|<), <| |< , < |- , -
-| <r, |< (<< |<),
|<|-||<$ ||$ , < ,
|-<|< , | - || , |
|<<- , -<| -| <|< ||<< ,
|<|< | , -||<- |<| -|||<
||- (|| |, -|< <-/|-< =, <
Feed Mills etc.
1500.00 crore.
-||<- |<| $| | , |<|<< |<-
<-< , <|< ||< <r -=< |<|
|< <r , |< -||<|/||<| <r
, #<| |r , ||, -||<|/||<| |r ,
| <r , | | |r #||-
<<| < <| '|' <|| <|<< =<| ||<<|<|
<| = <| |<|< |<| -| -
||<|| < | <| | - |-<< |<<
25.30 kZvsk)|
<<# || |<|<<< | <| <|<| <
<<| - |-| <|+< < -:- |<
<|<=< |||| < |<|-| < |<|-|<-<
< < |< | |<| | <| << + <
||| < <| <<||- -< ||
mvwaZ nq|
jgvvi 56.21 kZvsk|
|-|< |< |
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
| <|< ||< : | | ||<|| =
<|< | |<|||<| <||| < <|< -#|
|#* -< |< | <||< <|<= << <<
|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
capital market.
Objective
as well as clients.
the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
<< <| ||+ <<|
Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
Underwriting
institutions
a) Equity
b) Debt
c) Hybrid
securities
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
AejLb
# <<||< |||| | #<#| = #
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
|| - || |||< <<|| <|
c`vb Kiv nq:
:. |||< <<||
Avw_K civgk mev
<| | ||<< <| <|-|<
#<#| = # || |<< ||
:. <||# #* ||#
-. |<| ||<< ||< #<#|
<) #<#|
L) FY
M) nvBweW
:. ||<|<| =< |<< || =| -||
areas.
Objectives
enterprises.
entrepreneurs.
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
|<|< || <||| <| -< |
-<||< ||<< ||< =<| ||
|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<| | < | <|+< ||<$ - <
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
|<| <| < | << |< - < -
<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
< ||, -|||/ |<|<, <|, <|||, <
<| |< <| | | -| <<| -<
|< <|< |, <|< <|+ <|+
|<| | -< < = | -< |
=# <|< <| < - <||- <|<<
<||- <|< << ==# =< | =< <|<
|<|<| <<| - |<<, <||- <|< -
|r/|| =< <|< |r/||< ==# <|<
Af KiQ|
mev LvZt -|, <<, #||<, |, -|||,
|<|<, |<|<|, << = ||, |<, |<|< ||<,
mPh BZvw`|
industry etc.
-|<|, ||< < ||<< -|<|, <| <|<
-|<|, <-|< <<|, |||< <<|, <|<|
eemv|
wk LvZ t <|r, ||r, |, |<, ||<
||, |||< |r #||-
GbwRI wjsKR cvMvg
<| =|<-< |< <|<= |< |
<| |< |<| =|< ||< |||
#|< <|<| - =|< || <|<-<
- || |<| =< |#|-< :: || |<|
==# -||< | = t|<< <<
<|<< | -|< < <-|< -|< <<-|< <<
#|||<| < ====||#| (<|$|) <r
-'| #|-< ||<< -|| |< |< |<||
- #|||<|-=< |<| <|<| |<|- |
<| ==# ||/ <| | << =#
<|/||| -| t (:) |<| |t |-|-<
|< < |- <<| << (#|||<|)t =<|
#|- |-|< -| <r, () |<< - <|
SME Vision 2013
(==||), (-) -||<- |<| <| (-||<<)t t
- -|<--< =<| - -| <|, (c)
- -| <| (=|||<), (-) |<< <|||<
<| (=|=|), (-) ||< < - ||<
+| ||<$<< (====||#|), (>)
==# - |<<- <| (==#=|||),
- || <|<=< |-< = <|< |
- << ==# =|< |<||<
AvqvRb Kiv nqQ|
GmGgB icK 2013
|| | <|+, - <| |, <| < -||<-|
-<|<<, |<|-<<< | | =< |<|< |
==#-=< < |<| #<| < =||< |<
+|| -< <|< ==# | <
- =< ||<| |r< <<|< <| <
==# =< |< | <|< ||< =<|
==# < < -|<-|$| || -< =
<<|+ <<| -< <| ||+ <<|< ||
<|< | |< |<< < -| -< ==#
<|<= |<< <||- <|< <<
|< =||< =< |<-|#|* | - <<
54 programmes.
of ABL
|<< <|<= << <<| - = |$| ||<< ==#
<|< - ||<<|<| |-<
<|<|< < <|, |< =< |<| <|<
| |<| <<| ||| <<< |< |-<
|||< < <|< <|< ||<< <|<
|< |-|, ||< |<|, - -|| =< -|
<< - |< -:- < | |<| - c-|
nqQ|
AMYx evsK wjwgUWi
, <|<< , |< , |
<r (|<=|), -| <r, ||$ |<
(|<|<), <| |< , < |- , -
-| <r, |< (<< |<),
|<|-||<$ ||$ , < ,
|-<|< , | - || , |
|<<- , -<| -| <|< ||<< ,
|<|< | , -||<- |<| -|||<
||- (|| |, -|< <-/|-< =, <
Feed Mills etc.
1500.00 crore.
-||<- |<| $| | , |<|<< |<-
<-< , <|< ||< <r -=< |<|
|< <r , |< -||<|/||<| <r
, #<| |r , ||, -||<|/||<| |r ,
| <r , | | |r #||-
<<| < <| '|' <|| <|<< =<| ||<<|<|
<| = <| |<|< |<| -| -
||<|| < | <| | - |-<< |<<
25.30 kZvsk)|
<<# || |<|<<< | <| <|<| <
<<| - |-| <|+< < -:- |<
<|<=< |||| < |<|-| < |<|-|<-<
< < |< | |<| | <| << + <
||| < <| <<||- -< ||
mvwaZ nq|
jgvvi 56.21 kZvsk|
|-|< |< |
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
| <|< ||< : | | ||<|| =
<|< | |<|||<| <||| < <|< -#|
|#* -< |< | <||< <|<= << <<
|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
capital market.
Objective
as well as clients.
the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
<< <| ||+ <<|
Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
Underwriting
institutions
a) Equity
b) Debt
c) Hybrid
securities
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
AejLb
# <<||< |||| | #<#| = #
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
|| - || |||< <<|| <|
c`vb Kiv nq:
:. |||< <<||
Avw_K civgk mev
<| | ||<< <| <|-|<
#<#| = # || |<< ||
:. <||# #* ||#
-. |<| ||<< ||< #<#|
<) #<#|
L) FY
M) nvBweW
:. ||<|<| =< |<< || =| -||
areas.
Objectives
enterprises.
entrepreneurs.
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
|<|< || <||| <| -< |
-<||< ||<< ||< =<| ||
|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<| | < | <|+< ||<$ - <
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
Small Enterprises 1,005.00 13,003 907.13 90.31 % 32,325 2,365.70
Medium Enterprises 610.00 314 342.43 56.09% 498 1,284.36
Total 1,615.00 13,317 1,249.56 77.37% 32,823 3,650.06
Position of SME Loan as on 31 December 2012
Nature of Loan
Taka in Crore
94
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
|<| <| < | << |< - < -
<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
< ||, -|||/ |<|<, <|, <|||, <
<| |< <| | | -| <<| -<
|< <|< |, <|< <|+ <|+
|<| | -< < = | -< |
=# <|< <| < - <||- <|<<
<||- <|< << ==# =< | =< <|<
|<|<| <<| - |<<, <||- <|< -
|r/|| =< <|< |r/||< ==# <|<
Af KiQ|
mev LvZt -|, <<, #||<, |, -|||,
|<|<, |<|<|, << = ||, |<, |<|< ||<,
mPh BZvw`|
industry etc.
-|<|, ||< < ||<< -|<|, <| <|<
-|<|, <-|< <<|, |||< <<|, <|<|
eemv|
wk LvZ t <|r, ||r, |, |<, ||<
||, |||< |r #||-
GbwRI wjsKR cvMvg
<| =|<-< |< <|<= |< |
<| |< |<| =|< ||< |||
#|< <|<| - =|< || <|<-<
- || |<| =< |#|-< :: || |<|
==# -||< | = t|<< <<
<|<< | -|< < <-|< -|< <<-|< <<
#|||<| < ====||#| (<|$|) <r
-'| #|-< ||<< -|| |< |< |<||
- #|||<|-=< |<| <|<| |<|- |
<| ==# ||/ <| | << =#
<|/||| -| t (:) |<| |t |-|-<
|< < |- <<| << (#|||<|)t =<|
#|- |-|< -| <r, () |<< - <|
SME Vision 2013
(==||), (-) -||<- |<| <| (-||<<)t t
- -|<--< =<| - -| <|, (c)
- -| <| (=|||<), (-) |<< <|||<
<| (=|=|), (-) ||< < - ||<
+| ||<$<< (====||#|), (>)
==# - |<<- <| (==#=|||),
- || <|<=< |-< = <|< |
- << ==# =|< |<||<
AvqvRb Kiv nqQ|
GmGgB icK 2013
|| | <|+, - <| |, <| < -||<-|
-<|<<, |<|-<<< | | =< |<|< |
==#-=< < |<| #<| < =||< |<
+|| -< <|< ==# | <
- =< ||<| |r< <<|< <| <
==# =< |< | <|< ||< =<|
==# < < -|<-|$| || -< =
<<|+ <<| -< <| ||+ <<|< ||
<|< | |< |<< < -| -< ==#
<|<= |<< <||- <|< <<
|< =||< =< |<-|#|* | - <<
54 programmes.
of ABL
|<< <|<= << <<| - = |$| ||<< ==#
<|< - ||<<|<| |-<
<|<|< < <|, |< =< |<| <|<
| |<| <<| ||| <<< |< |-<
|||< < <|< <|< ||<< <|<
|< |-|, ||< |<|, - -|| =< -|
<< - |< -:- < | |<| - c-|
nqQ|
AMYx evsK wjwgUWi
, <|<< , |< , |
<r (|<=|), -| <r, ||$ |<
(|<|<), <| |< , < |- , -
-| <r, |< (<< |<),
|<|-||<$ ||$ , < ,
|-<|< , | - || , |
|<<- , -<| -| <|< ||<< ,
|<|< | , -||<- |<| -|||<
||- (|| |, -|< <-/|-< =, <
Feed Mills etc.
1500.00 crore.
-||<- |<| $| | , |<|<< |<-
<-< , <|< ||< <r -=< |<|
|< <r , |< -||<|/||<| <r
, #<| |r , ||, -||<|/||<| |r ,
| <r , | | |r #||-
<<| < <| '|' <|| <|<< =<| ||<<|<|
<| = <| |<|< |<| -| -
||<|| < | <| | - |-<< |<<
25.30 kZvsk)|
<<# || |<|<<< | <| <|<| <
<<| - |-| <|+< < -:- |<
<|<=< |||| < |<|-| < |<|-|<-<
< < |< | |<| | <| << + <
||| < <| <<||- -< ||
mvwaZ nq|
jgvvi 56.21 kZvsk|
|-|< |< |
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
| <|< ||< : | | ||<|| =
<|< | |<|||<| <||| < <|< -#|
|#* -< |< | <||< <|<= << <<
|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
capital market.
Objective
as well as clients.
the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
<< <| ||+ <<|
Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
Underwriting
institutions
a) Equity
b) Debt
c) Hybrid
securities
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
AejLb
# <<||< |||| | #<#| = #
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
|| - || |||< <<|| <|
c`vb Kiv nq:
:. |||< <<||
Avw_K civgk mev
<| | ||<< <| <|-|<
#<#| = # || |<< ||
:. <||# #* ||#
-. |<| ||<< ||< #<#|
<) #<#|
L) FY
M) nvBweW
:. ||<|<| =< |<< || =| -||
areas.
Objectives
enterprises.
entrepreneurs.
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
|<|< || <||| <| -< |
-<||< ||<< ||< =<| ||
|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<| | < | <|+< ||<$ - <
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
|<| <| < | << |< - < -
<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
< ||, -|||/ |<|<, <|, <|||, <
<| |< <| | | -| <<| -<
|< <|< |, <|< <|+ <|+
|<| | -< < = | -< |
=# <|< <| < - <||- <|<<
<||- <|< << ==# =< | =< <|<
|<|<| <<| - |<<, <||- <|< -
|r/|| =< <|< |r/||< ==# <|<
Af KiQ|
mev LvZt -|, <<, #||<, |, -|||,
|<|<, |<|<|, << = ||, |<, |<|< ||<,
mPh BZvw`|
industry etc.
-|<|, ||< < ||<< -|<|, <| <|<
-|<|, <-|< <<|, |||< <<|, <|<|
eemv|
wk LvZ t <|r, ||r, |, |<, ||<
||, |||< |r #||-
GbwRI wjsKR cvMvg
<| =|<-< |< <|<= |< |
<| |< |<| =|< ||< |||
#|< <|<| - =|< || <|<-<
- || |<| =< |#|-< :: || |<|
==# -||< | = t|<< <<
<|<< | -|< < <-|< -|< <<-|< <<
#|||<| < ====||#| (<|$|) <r
-'| #|-< ||<< -|| |< |< |<||
- #|||<|-=< |<| <|<| |<|- |
<| ==# ||/ <| | << =#
<|/||| -| t (:) |<| |t |-|-<
|< < |- <<| << (#|||<|)t =<|
#|- |-|< -| <r, () |<< - <|
SME Vision 2013
(==||), (-) -||<- |<| <| (-||<<)t t
- -|<--< =<| - -| <|, (c)
- -| <| (=|||<), (-) |<< <|||<
<| (=|=|), (-) ||< < - ||<
+| ||<$<< (====||#|), (>)
==# - |<<- <| (==#=|||),
- || <|<=< |-< = <|< |
- << ==# =|< |<||<
AvqvRb Kiv nqQ|
GmGgB icK 2013
|| | <|+, - <| |, <| < -||<-|
-<|<<, |<|-<<< | | =< |<|< |
==#-=< < |<| #<| < =||< |<
+|| -< <|< ==# | <
- =< ||<| |r< <<|< <| <
==# =< |< | <|< ||< =<|
==# < < -|<-|$| || -< =
<<|+ <<| -< <| ||+ <<|< ||
<|< | |< |<< < -| -< ==#
<|<= |<< <||- <|< <<
|< =||< =< |<-|#|* | - <<
54 programmes.
of ABL
|<< <|<= << <<| - = |$| ||<< ==#
<|< - ||<<|<| |-<
<|<|< < <|, |< =< |<| <|<
| |<| <<| ||| <<< |< |-<
|||< < <|< <|< ||<< <|<
|< |-|, ||< |<|, - -|| =< -|
<< - |< -:- < | |<| - c-|
nqQ|
AMYx evsK wjwgUWi
, <|<< , |< , |
<r (|<=|), -| <r, ||$ |<
(|<|<), <| |< , < |- , -
-| <r, |< (<< |<),
|<|-||<$ ||$ , < ,
|-<|< , | - || , |
|<<- , -<| -| <|< ||<< ,
|<|< | , -||<- |<| -|||<
||- (|| |, -|< <-/|-< =, <
Feed Mills etc.
1500.00 crore.
-||<- |<| $| | , |<|<< |<-
<-< , <|< ||< <r -=< |<|
|< <r , |< -||<|/||<| <r
, #<| |r , ||, -||<|/||<| |r ,
| <r , | | |r #||-
<<| < <| '|' <|| <|<< =<| ||<<|<|
<| = <| |<|< |<| -| -
||<|| < | <| | - |-<< |<<
25.30 kZvsk)|
<<# || |<|<<< | <| <|<| <
<<| - |-| <|+< < -:- |<
<|<=< |||| < |<|-| < |<|-|<-<
< < |< | |<| | <| << + <
||| < <| <<||- -< ||
mvwaZ nq|
jgvvi 56.21 kZvsk|
|-|< |< |
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
| <|< ||< : | | ||<|| =
<|< | |<|||<| <||| < <|< -#|
|#* -< |< | <||< <|<= << <<
|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
capital market.
Objective
as well as clients.
the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
<< <| ||+ <<|
Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
Underwriting
institutions
a) Equity
b) Debt
c) Hybrid
securities
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
AejLb
# <<||< |||| | #<#| = #
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
|| - || |||< <<|| <|
c`vb Kiv nq:
:. |||< <<||
Avw_K civgk mev
<| | ||<< <| <|-|<
#<#| = # || |<< ||
:. <||# #* ||#
-. |<| ||<< ||< #<#|
<) #<#|
L) FY
M) nvBweW
:. ||<|<| =< |<< || =| -||
areas.
Objectives
enterprises.
entrepreneurs.
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
|<|< || <||| <| -< |
-<||< ||<< ||< =<| ||
|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<| | < | <|+< ||<$ - <
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
96
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
|<| <| < | << |< - < -
<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
< ||, -|||/ |<|<, <|, <|||, <
<| |< <| | | -| <<| -<
|< <|< |, <|< <|+ <|+
|<| | -< < = | -< |
=# <|< <| < - <||- <|<<
<||- <|< << ==# =< | =< <|<
|<|<| <<| - |<<, <||- <|< -
|r/|| =< <|< |r/||< ==# <|<
Af KiQ|
mev LvZt -|, <<, #||<, |, -|||,
|<|<, |<|<|, << = ||, |<, |<|< ||<,
mPh BZvw`|
industry etc.
-|<|, ||< < ||<< -|<|, <| <|<
-|<|, <-|< <<|, |||< <<|, <|<|
eemv|
wk LvZ t <|r, ||r, |, |<, ||<
||, |||< |r #||-
GbwRI wjsKR cvMvg
<| =|<-< |< <|<= |< |
<| |< |<| =|< ||< |||
#|< <|<| - =|< || <|<-<
- || |<| =< |#|-< :: || |<|
==# -||< | = t|<< <<
<|<< | -|< < <-|< -|< <<-|< <<
#|||<| < ====||#| (<|$|) <r
-'| #|-< ||<< -|| |< |< |<||
- #|||<|-=< |<| <|<| |<|- |
<| ==# ||/ <| | << =#
<|/||| -| t (:) |<| |t |-|-<
|< < |- <<| << (#|||<|)t =<|
#|- |-|< -| <r, () |<< - <|
SME Vision 2013
(==||), (-) -||<- |<| <| (-||<<)t t
- -|<--< =<| - -| <|, (c)
- -| <| (=|||<), (-) |<< <|||<
<| (=|=|), (-) ||< < - ||<
+| ||<$<< (====||#|), (>)
==# - |<<- <| (==#=|||),
- || <|<=< |-< = <|< |
- << ==# =|< |<||<
AvqvRb Kiv nqQ|
GmGgB icK 2013
|| | <|+, - <| |, <| < -||<-|
-<|<<, |<|-<<< | | =< |<|< |
==#-=< < |<| #<| < =||< |<
+|| -< <|< ==# | <
- =< ||<| |r< <<|< <| <
==# =< |< | <|< ||< =<|
==# < < -|<-|$| || -< =
<<|+ <<| -< <| ||+ <<|< ||
<|< | |< |<< < -| -< ==#
<|<= |<< <||- <|< <<
|< =||< =< |<-|#|* | - <<
54 programmes.
of ABL
|<< <|<= << <<| - = |$| ||<< ==#
<|< - ||<<|<| |-<
<|<|< < <|, |< =< |<| <|<
| |<| <<| ||| <<< |< |-<
|||< < <|< <|< ||<< <|<
|< |-|, ||< |<|, - -|| =< -|
<< - |< -:- < | |<| - c-|
nqQ|
AMYx evsK wjwgUWi
, <|<< , |< , |
<r (|<=|), -| <r, ||$ |<
(|<|<), <| |< , < |- , -
-| <r, |< (<< |<),
|<|-||<$ ||$ , < ,
|-<|< , | - || , |
|<<- , -<| -| <|< ||<< ,
|<|< | , -||<- |<| -|||<
||- (|| |, -|< <-/|-< =, <
Feed Mills etc.
1500.00 crore.
-||<- |<| $| | , |<|<< |<-
<-< , <|< ||< <r -=< |<|
|< <r , |< -||<|/||<| <r
, #<| |r , ||, -||<|/||<| |r ,
| <r , | | |r #||-
<<| < <| '|' <|| <|<< =<| ||<<|<|
<| = <| |<|< |<| -| -
||<|| < | <| | - |-<< |<<
25.30 kZvsk)|
<<# || |<|<<< | <| <|<| <
<<| - |-| <|+< < -:- |<
<|<=< |||| < |<|-| < |<|-|<-<
< < |< | |<| | <| << + <
||| < <| <<||- -< ||
mvwaZ nq|
jgvvi 56.21 kZvsk|
|-|< |< |
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
| <|< ||< : | | ||<|| =
<|< | |<|||<| <||| < <|< -#|
|#* -< |< | <||< <|<= << <<
|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
capital market.
Objective
as well as clients.
the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
<< <| ||+ <<|
Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
Underwriting
institutions
a) Equity
b) Debt
c) Hybrid
securities
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
AejLb
# <<||< |||| | #<#| = #
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
|| - || |||< <<|| <|
c`vb Kiv nq:
:. |||< <<||
Avw_K civgk mev
<| | ||<< <| <|-|<
#<#| = # || |<< ||
:. <||# #* ||#
-. |<| ||<< ||< #<#|
<) #<#|
L) FY
M) nvBweW
:. ||<|<| =< |<< || =| -||
areas.
Objectives
enterprises.
entrepreneurs.
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
|<|< || <||| <| -< |
-<||< ||<< ||< =<| ||
|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<| | < | <|+< ||<$ - <
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
|<| <| < | << |< - < -
<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
< ||, -|||/ |<|<, <|, <|||, <
<| |< <| | | -| <<| -<
|< <|< |, <|< <|+ <|+
|<| | -< < = | -< |
=# <|< <| < - <||- <|<<
<||- <|< << ==# =< | =< <|<
|<|<| <<| - |<<, <||- <|< -
|r/|| =< <|< |r/||< ==# <|<
Af KiQ|
mev LvZt -|, <<, #||<, |, -|||,
|<|<, |<|<|, << = ||, |<, |<|< ||<,
mPh BZvw`|
industry etc.
-|<|, ||< < ||<< -|<|, <| <|<
-|<|, <-|< <<|, |||< <<|, <|<|
eemv|
wk LvZ t <|r, ||r, |, |<, ||<
||, |||< |r #||-
GbwRI wjsKR cvMvg
<| =|<-< |< <|<= |< |
<| |< |<| =|< ||< |||
#|< <|<| - =|< || <|<-<
- || |<| =< |#|-< :: || |<|
==# -||< | = t|<< <<
<|<< | -|< < <-|< -|< <<-|< <<
#|||<| < ====||#| (<|$|) <r
-'| #|-< ||<< -|| |< |< |<||
- #|||<|-=< |<| <|<| |<|- |
<| ==# ||/ <| | << =#
<|/||| -| t (:) |<| |t |-|-<
|< < |- <<| << (#|||<|)t =<|
#|- |-|< -| <r, () |<< - <|
SME Vision 2013
(==||), (-) -||<- |<| <| (-||<<)t t
- -|<--< =<| - -| <|, (c)
- -| <| (=|||<), (-) |<< <|||<
<| (=|=|), (-) ||< < - ||<
+| ||<$<< (====||#|), (>)
==# - |<<- <| (==#=|||),
- || <|<=< |-< = <|< |
- << ==# =|< |<||<
AvqvRb Kiv nqQ|
GmGgB icK 2013
|| | <|+, - <| |, <| < -||<-|
-<|<<, |<|-<<< | | =< |<|< |
==#-=< < |<| #<| < =||< |<
+|| -< <|< ==# | <
- =< ||<| |r< <<|< <| <
==# =< |< | <|< ||< =<|
==# < < -|<-|$| || -< =
<<|+ <<| -< <| ||+ <<|< ||
<|< | |< |<< < -| -< ==#
<|<= |<< <||- <|< <<
|< =||< =< |<-|#|* | - <<
54 programmes.
of ABL
|<< <|<= << <<| - = |$| ||<< ==#
<|< - ||<<|<| |-<
<|<|< < <|, |< =< |<| <|<
| |<| <<| ||| <<< |< |-<
|||< < <|< <|< ||<< <|<
|< |-|, ||< |<|, - -|| =< -|
<< - |< -:- < | |<| - c-|
nqQ|
AMYx evsK wjwgUWi
, <|<< , |< , |
<r (|<=|), -| <r, ||$ |<
(|<|<), <| |< , < |- , -
-| <r, |< (<< |<),
|<|-||<$ ||$ , < ,
|-<|< , | - || , |
|<<- , -<| -| <|< ||<< ,
|<|< | , -||<- |<| -|||<
||- (|| |, -|< <-/|-< =, <
Feed Mills etc.
1500.00 crore.
-||<- |<| $| | , |<|<< |<-
<-< , <|< ||< <r -=< |<|
|< <r , |< -||<|/||<| <r
, #<| |r , ||, -||<|/||<| |r ,
| <r , | | |r #||-
<<| < <| '|' <|| <|<< =<| ||<<|<|
<| = <| |<|< |<| -| -
||<|| < | <| | - |-<< |<<
25.30 kZvsk)|
<<# || |<|<<< | <| <|<| <
<<| - |-| <|+< < -:- |<
<|<=< |||| < |<|-| < |<|-|<-<
< < |< | |<| | <| << + <
||| < <| <<||- -< ||
mvwaZ nq|
jgvvi 56.21 kZvsk|
|-|< |< |
|-|< < < || <<|<< <<| - <<|
-< <<<|| ||<, || < |<| |<<
| <|< ||< : | | ||<|| =
<|< | |<|||<| <||| < <|< -#|
|#* -< |< | <||< <|<= << <<
|< :: | '| #<#| = # ||'
| =<| |<||||< <||| <<| - -:
#| =< < -|--| < - |<- << |
#<#| = # || <|| << << |
#<#| = # ||< |< -|
capital market.
Objective
as well as clients.
the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
Dk
<< <| ||+ <<|
Kiv|
iv. - < |||< |<||<|<|-< < |- < |
| <<| =< |<| |<< ||--| <|+ <<|
cwiPvjbv Kiv|
Bmy eevcbv
| #<#| = # ||< <|
< |<||< - + <<| <| -| |r
|<<|< ||<<|| # <<|| =| ||
KvRjv Gi Af~:
Underwriting
institutions
a) Equity
b) Debt
c) Hybrid
securities
activity
:. |< =< < =< |<|< |< (|#|<)
-. t |< (|<|<)
3. ivBU kqvi Bmy
4. mivmwi ZvwjKvf~w
AejLb
# <<||< |||| | #<#| = #
<|||< || |<||< <
cvUdvwjI eevcbv
| #<#| = # || <||<<
||, ||< <||< ||<|<, <||<< ||<<
|< |-< < |<| |<<<< |||<
eevcbv mev c`vb Ki|
|| - || |||< <<|| <|
c`vb Kiv nq:
:. |||< <<||
Avw_K civgk mev
<| | ||<< <| <|-|<
#<#| = # || |<< ||
:. <||# #* ||#
-. |<| ||<< ||< #<#|
<) #<#|
L) FY
M) nvBweW
:. ||<|<| =< |<< || =| -||
areas.
Objectives
enterprises.
entrepreneurs.
| ==# |#||* <||| || -:
< -- |<< ||< <||< < <
<||| |< | << <| | <|< ||<
|<|< || <||| <| -< |
-<||< ||<< ||< =<| ||
|-|< <||| -< |<-| -|| =<
|<| -||-<< ||<< <| -| <<
<| | < | <|+< ||<$ - <
KiQ|
Dkvejx
-|| =< ||<$ - < ||<| -|
MnY|
-||-< <| | =< | <|+
gwnjv D`vv Dbqb|
Category Cash Regularization* Write-off Total Cash Regularization* Write-off Total Increase/
recovery Recovery Recovery Recovery decrease
Classified 336.80 374.05 322.36 1033.21 303.33 166.47 373.37 843.17 (190.04)
Overdue 381.00 98.55 0.00 479.55 293.18 25.10 0.00 318.28 (161.27)
Total 717.80 472.60 322.36 1512.76 596.51 191.57 373.38 1161.46 (351.30)
Taka in Crore
98
end of the year.
-:- |< |< < = | >| <r |
Kiv nQ|
iv. ^v LvZ FY c`vb
-< ||<< < || ||<<< | =<|
<|| |# -< ||< ||< |< | |
-||| < |<|< | :->.>: <|| |<| |<<
v. wmwKkb FY
||< <<| <$ <$ <r <|<| | <|<
||</<||| -<|<| - <|< |-<
|< -:- < -| <r< |<<| :,-:.>-
1,727.94 KvwU UvKv|
2012.
|<| <| < | << |< - < -
<r | <||- <|<< t<| |<<| |
| <|<< | -|< - -| <<| -
<|- t : | <|+ |< ||<<|< | <
|<< <|< <r - <- |<-, < <|, #|<
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the investors.
business ethics.
Issue Management
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Professor Dr. Khondoker Bazlul Hoque is presiding the Second Annual General Meeting of Agrani Equity and Invest-
ment Limited
end of the year.
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capital market.
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business ethics.
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100
end of the year.
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capital market.
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the investors.
business ethics.
Issue Management
|<||<< < <<|<< -|< <|- ||+Z nq|
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activity
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areas.
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enterprises.
entrepreneurs.
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Journey of Agrani SME Financing Company Limited is inaugurated by Dr. Khondoker Bazlul Hoque
Geographical Coverage
Principal Branch situated at Head Office,
Dhaka.
20 Branches in greater Faridpur district.
20 Branches in greater Mymensingh district.
Type of Enterprises to be Financed
All viable enterprises under the following sectors
are eligible for finance:
Small & medium scale agro-based and
agro-supporting industries including food
processing and industries manufacturing
agricultural tools.
Textile/Garments related enterprises.
Cottage industries.
Small scale repair workshop.
Small scale rural haulage transport.
Service organization etc.
Other viable enterprises.
Companys Capital
Authorized Capital : 500 (Five hundred) crore.
Paid-up Capital : 100 (One hundred) crore.
AvIZvf GjvKv
cavb Kvhvjq AewZ cavb kvLv|
eni dwi`cyi Aji 20wU kvLv|
eni gqgbwmsn Aji 20wU kvLv|
FY c`vbi LvZmg~n
||| |<| |- -|<|
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KzwUi wk|
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Loan Range
Minimum Tk. 50,000 and maximum
Tk. 20,00,000.
Loan range can be changed by the Board of
Directors as and when necessary.
Interest Rate
14 percent (at declining balance method).
Out of 14 percent, 2 percent loan is being
kept in loss provision fund.
Equity Share
Minimum 10 percent in case of enterprise
cost up to Tk. 1,00,000.
cost above Tk. 1,00,000.
Repayment Period
Maximum 5 years.
Special features of the Company
Arrange and conduct free training with
residential facility for the entrepreneurs.
Give priority to the women entrepreneurs
while approving loans and imparting training
(skill development training and awareness
training).
Engage women development officers for
women entrepreneurs exclusively.
Monitor loan utilization closely to ensure
recovery of loans timely.
Help Company to attain sustainability
gradually.
Develop savings habit among the rural
people.
iii. Agrani Exchange House Private Limited,
Singapore
Agrani Exchange House Private Limited (AGEX) is
a remittance company incorporated in Singapore
on January 04, 2002 under Company Act CAP. 50.
It is a fully owned subsidiary of Agrani Bank
Limited, embarked its journey in Singapore on
February 08, 2002 for catering the long-felt need
of hassle free transfer of money by the
Bangladeshi expatriates from Singapore. The
Company is situated at 5A, Lembu Road,
FY mxgv
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Singapore. At the initiation its authorised and
paid-up capital was SGD 200000.00 and SGD
200000.00 respectively. The Company has
completed its 11th year of operation in Singapore
very successfully. In view of providing remittance
services to the Bangladeshi expatriates from their
nearest locations, it had opened its second branch
at Boon Lay Place in July 2010 and the third
branch at Jurong East in December 2012. Despite
world economic meltdown, the Company is
growing remarkably over the years under the strict
regulatory compliances with both originating and
destination end.
With heightened competition among the market
players, Agrani Exchange House Private Limited
has put in place a number of strategies to maintain
sustainable growth in all indicators during past
years to remain market leader in Singapore. The
real time online money transfer solution of the
Company allows the beneficiaries to receive
remittance from all locations of Agrani Bank
Limited instantly which greatly been encouraged
the remitters to send money through this AGEX
House. The Company is continuously putting all its
efforts to remain compliant under the regulatory
guidelines and to develop standard of services to
ensure hefty growth in times ahead.
In year 2012, the company has been able to
achieve remarkable growth. The Company
recorded 37.48 percent growth in number of
remittance, 36.05 percent growth in remitted
amount, 40.26 percent growth in revenue and
31.39 percent growth in net profit in the reported
year. With the opening of third branch at Jurong
East on December 17, 2012, the forecasted
growth for the year 2013 is expected over 50
percent.
iv. Agrani Remittance House Sdn. Bhd.,
Malaysia
Agrani Remittance House Sdn. Bhd., Malaysia is a
fully owned subsidiary of Agrani Bank Limited
which launched its journey on January 13, 2006.
Agrani Remittance House Sdn. Bhd. is situated at
14-16 (2nd floor) Jalan Hang Kasturi, 50050, Kuala
Lumpur, Malaysia. The Company got license on
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September 6, 2005 from Bank Negara Malaysia.
Agrani Remittance House Sdn. Bhd., Malaysia
started its mission with a view to transferring the
money quickly and safely from Malaysia to
Bangladesh by the Bangladeshi expatriates. Since
the inception, it has been trying relentlessly to
bring Bangladeshi expatriates under its network for
sending their hard earned money conveniently. In
the mean time, this remittance house has remitted
Tk. 158.49 crore in 2010, Tk. 207.15 crore in
2011and Tk. 342.32 crore in 2012 from Malaysia to
Bangladesh. The Company also assists
Bangladeshi expatriates to open bank account
with different branches of Agrani Bank Limited and
motivate to purchase different types of government
bonds. The Remittance House has been operating
its remittance business with only one branch in
Kuala Lumpur, Malaysia. Recently, Agrani
Remittance house has undertaken massive action
plan for accelerating its remittance business by
implementing innovative marketing strategies and
opening 20 more new branches of Agrani
Remittance House at Bangladeshi concentrated
areas in Malaysia within next two years. Agrani
Remittance House Sdn. Bhd., Malaysia is a
profitable company and it has completed its 7
years of operations very successfully.
v. Agrani Remittance House Canada Inc.
Agrani Bank Limited has the plan to open and
operate more number of exchange houses in
different feasible countries to extract good number
of remittances. In the name of Agrani Remittance
House Canada Inc., a 100 percent owned
company of Agrani Bank Limited is awaiting to
operate its activity after getting the approval from
Bangladesh Bank, dated 24-09-2012. Accordingly,
an office is arranged at 2960 Denforth Avenue,
Toranto, Canada and an Assistant General
Manager of the Bank has been appointed there on
deputation as the CEO & Director.
The Remittance House would start functioning for
collection of remittance after opening a bank
account in Canada. Four Directors are appointed
for the Remittance House comprising Chairman of
the Board of Directors of ABL, Managing Director &
CEO, a Deputy Managing Director and the CEO of
the Remittance House.
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vi. Agrani Exchange Company (Australia) Pty. Limited
To channelize more remittance through banking
channel from the Pacific Ocean island continent
Australia; Agrani Bank Limited has decided to
open an Exchange House of its own at
Bangladeshi inhabitat area in the city of Sydney. In
view to above, Bank has got the approval from
Bangladesh Bank as on 10 October, 2011.
Australian Securities and Investment Commission
(ASIC) has granted Australian Financial Services
License (AFSL) on 24 December 2012 to conduct
remittance business in the name of Agrani
Exchange Company (Australia) Pty. Limited.
The Board of Directors of Agrani Exchange
Company (Australia) Pty. Limited is constituted
with 4 members; among them one is nominated
from the Board of Directors of Agrani Bank Limited,
2 Deputy Managing Directors and one
Bangladeshi born Australian citizen. For
comencing the business of the Exchange House,
meanwhile a Deputy General Manager has been
nominated as CEO of Agrani Exchange Company
(Australia) Pty. Limited. Office for the Exchange
House has been opened at shop No. 2, 168
Holdon Street, Lekemba, NSW-2195, Sydney,
Australia.
m) Help Desk
Agrani Bank Limited provides help desk service for
its customers. Help desk has been designed to
remain open for 24 hours. Any problem can be
primarily solved by the help desk.
n) Branch Expansion
The total number of Bank branches presently
stands at 889 which was 876 in 2011. It has been
planned to open more branches in commercially
important places of the country in the coming years
so that the Bank can reach its service to the wider
group of clients all over the country. As part of
expansion, the Bank formally applied to
Bangladesh Bank for 30 branches in the first
phase.
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Financial Performance
a) Total Operating Income
The Banks total operating income stood at Tk.
1,709 crore in 2012.
b) Total Operating Expenditure
The Banks total operating expenditure stood at
Tk. 702 crore in 2012 as against Tk. 630 crore in
2011 which indicates an increase of Tk. 72 crore
(i.e. 11.42 percent higher) over the last year. This
is mainly due to the increase of staff salary in line
with the government policy and new recruitment of
officers.
c) Net Interest Income
The Banks net interest income is Tk. 398 crore in
2012. Interest earned on loan is the principal
component of interest income. However, interest
cost of deposits was the main component of
interest expenses.
d) Operating Profit
During 2012, the Banks total operating profit
before amortization, provision and tax stood at Tk.
1007 crore.
e) Appropriation of Profit
During the year 2012, the Bank earned Tk. 874
crore before provision and tax which has been
appropriated in the following manner.
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f) Capital Adequacy Ratio
As per 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. (1,319.54) crore against requirement
of Tk. 1,072.77 crore (-6.15 percent of RWA of Tk.
21,455.30 crore against requirement of 5 percent
of RWA) and total capital (Tier-1+Tier-2+Tier-3) of
Tk. (1,319.54) crore against requirement of Tk.
2,145.53 crore (-6.15 percent of RWA of Tk.
21,455.30 crore against requirement 10.00
percent of RWA or Tk. 400.00 crore, whichever is
higher). Thus, there was a total capital shortfall of
Tk. 3,465.07 crore with a core capital of Tk.
(1,319.54) crore.
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A photo session at the Annual General Meeting of Agrani SME Financing Company Limited held on 24 April 2012
102
Dhaka.
agricultural tools.
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Companys Capital
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Loan Range
Tk. 20,00,000.
Interest Rate
Equity Share
Repayment Period
Maximum 5 years.
training).
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people.
Singapore
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destination end.
percent.
Malaysia
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Australia.
m) Help Desk
n) Branch Expansion
phase.
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1,709 crore in 2012.
officers.
interest expenses.
d) Operating Profit
1007 crore.
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2002, 14 May 2007 and 14 August 2008
(1,319.54) crore.
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Dhaka.
agricultural tools.
Cottage industries.
Companys Capital
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g~jab KvVvgv
||- < c (|) <|| |<|
|<||< < : (=<) <|| |<|
Loan Range
Tk. 20,00,000.
Interest Rate
Equity Share
Repayment Period
Maximum 5 years.
training).
gradually.
people.
Singapore
FY mxgv
<| c, |<| =< <| -,, |<|
|< |<|| =< <|||< |<||
|<<-< |+|= || |<<<|
myì nvi
:- | (=-|| +|)
:- |< < << - | loss
provision | <|| -
BKzBwUi AbycvZ
<|||< |<|| :,, |<| < -
-||< | |<|| <| : |
<|||< |<|| :,, |<|< < -
-||< | |<|| <| - |
FY cwikvai mgqKvj
<| c <<
|<||< |<<|- -|| < -|
|< || <<|
|- < | -| |-|
-||-<< ||<<|< -| (-| <|+ =<
| |< |)
|-| -|| < <<| |-|
<<| |||<<
< <<|<< <<-|< =< |-|
||+<< -|<|< <<|
<|= <|||< <# <<|
|| ||< | +< | |<<
| =?= -| |# || (AGEX), |*|<,
=<| <||* <|| <| -- < - |||< ||<
|*|<< <||| |# |=|-c <|| |<| -
<|| <||-|-< | < |*|< << ||<
<||- << |<<|< | <|< ||<
||<|| -- < - <||< =?= -||<
<<||< <|<= << - ||| |*|<< c=,
<| <| || <||||< ||- <
destination end.
percent.
Malaysia
| =|| -,,. =< |<||< < |
=|| -,,. <|||| :: << << |<
<|<= |< << |<-
<<|< <||-| ||<<-<< |<< |< <|
<< <||* <| -|< <|||| |#
-: Boon Lay Place -= || || =< |<
-:- Jurong East-= | || | <<
-'-< |<|< <<| |<|< < |- |<<|| -|
< |< << << <|||| <| -|<
| |< <<
|*|< <|< <||||< | |<
|<|||< < |- |< ||< -<|< =<
<<||< < <# <|+ <| <||<
|< <<- | =?= -| |# || |<
< < << |# |<|# || |*|<
< |< <||<|<| ||<|< |
<|< ||< < <| ||< |< <||* <|
| <| <||<-< AGEX -| =< |< <||*
|| ++ << <|||| <|< |# |#<
|< | < =< < |< |< - =|
<|<|< |-< <|< | <|+ ||+ << <|<
| || <|
-:- <||||< <| <|+ <<
- | << <|||| <||* |
-.-- |, |< <||* :.c |, <|
| -.-: | =< | || :.> |
<|+ << - -:- < :- |<
Jurong East -= | =?= -| |# ||<
| || |< -: c | <|+ -<
< || <<| <|
gvjqwkqv
| <|* -| =|=. |<=#|., |||,
| <|< ||< ||<|| || =<|
|<|||<| <||| <| -: < : |||< <||
<< << ||| :--:: (| |) | -|
<|<|, cc, <|||<, ||| <|
| <|* -| =|=. |<=#|. -c < :
< ||< <| <|<, ||| - |#*
| - ||| <<|< <||-|-< | |<|
- =< |<|- - << + <|||| <||
<< << << <<# <||| <||
<||-|-<< =< <|<< |<| = |-<
<|| <-|< -| ||< < ||+ <<|<
|< | || <| #|< <||*
-|< |< -: :c-.-> <|| |<|, -::
--.:c <|| |<| =< -:- --.- <||
|<| ||| - <||- < <<| -
<||- | <|< ||< ||- |-|< ||
<||* -|| -<|||- |<| <|< <<||< <
= <|| <||-|-< + << << <<#
<||* -|| <|||< -< =<|| ||<
|< <||* <<| || | | <||*
-||< <<| <|+< |<| |< < --
||| -# <<< < ||| <||-| <|<
=|<|- | <||* -|< |<< -|
|| ||< -| - <<| - | <|*
-| =|=. |<=#|. =<| |< <||| <|
|< |< |< - << <|< <<||<
<|<= |<|| <<
<-|< <||* |-< |<| |<| - |
<|< || =< |<< <<| | <||* -|
||< |<<r| < | <|< || =< :
| ||<|| ->: |< =||, <|,
| <|<< =<| | <||* -| <| -- <
-:- ||< <||- <|<< |- | <|<=
|<||< | | <|<< =<
-<|<| -|<<|<< =?= -|< <| |<|-|
<<| < |<|< |-|< < || -<| -
|< <||| <|| <|< =<| <<||< |-|<
||< |< <||* -< <| << <<| -<
<||* -||< - -< =<| |<|| |<<-
<<| - <|< - - <|<< |<||
|<<-< |<|, <|<< <<|| |<|< =<
|#<, : -<<|| |<|< =< <||*
-|< |#<
Australia.
m) Help Desk
n) Branch Expansion
phase.
| -||<| | -|- || - <||<
| <||* <|- <|+< <||-| <|<
|| -< | <|< || |< |
||<|| =<| <||* -| ||< |+| - <<
=-| <|< : |<< -:: ||< <||-
<|< =< |- - << < <|< -- |<
(AFSL) - <<
=< |<|| |<<-< - | - <|< < |
<|< ||< |<|| |<<-< =< |<|<,
<|<< - -<<|| |<|< =< <||-|
<| =< || ||<< < Exchange
House-|< <<||< <|<= - << <<|<
#|< <|<< =< --|<<|<< |#<
|-|< || <<| - #|< --, ::-
- |, <|, == |< -:>c, ||,
|| =?= -|< | | -
W) n W
| <|< || -r < |< |-<-< <|
-| << -r | -- | || <|< < <|
<<< |< |<|< |<| -r < |< -|
Kiv nq|
X) kvLv mcmviY
<| <|<< ||< | -->| <| -:: |
--:| ||| |- -< < < <|||<
=|<| || ||< |<<r| < <| |<|<
|<< |<<| -| <| =< |-<-< < < <||<
<| -| <| = |<<r|< <|<|<||-<| <
<| | || ||< <||- <|< #|<
|<- <<| -
1,709 crore in 2012.
officers.
interest expenses.
d) Operating Profit
1007 crore.
Avw_K djvdj
K) gvU AcviwUs Avq
-:- | <|<< |<| | | :,-> <||
UvKv|
L) gvU AcviwUs eq
-:: |< : <|| |<| | |<| <<
-:- | <|<< |<| << |<| | --
<|| |<| < <|+< |<| -- <|| |<| =
<|+ ::.-- | =# < <|+< <|< <<||<
<|||< |< | || < || <|+, =<
<<| ||
M) bxU my` Avq
-:- | <|<< | - |< |<| | >- <||
|<| - |< <$ # - | - - <<
<$ # -| ||< < - -
N) cwiPvjb gybvdv
-:- | <|<< |<| ||< (=||#,
|+| =< <<<) |<| | :- <|| |<|
O) gybvdvi eUb
-:- | <|< << < |+| <|< < || <<
--- <|| |<| <|< < <| |<
2002, 14 May 2007 and 14 August 2008
(1,319.54) crore.
<|< <||| |# :>>: |< <|<| :(-) =<
<||- <|<< |<|<|| |<|< ( :, :, c <
::, ||< <<|= - |||<, :>>:, -- < --,
:- -- =< :- | --) <|| <
<|||< <|<< <| < | <| << -
<|<< <|< <|< << |<| :,--.--
<|| |<| <|< |<<| <|< < <<
(:,:>.c-) <|| |<| RWA =< c |<
(-:,-cc. <|| |<| RWA) -:.:c | <
| <|< < (<|< < + ||||< <
+ ||< ||||< <) -,:-c.c <|| |<|<
|<<| <| << |<| (:,:>.c-) <||
|<| |<|< ||<< -. <|| <<| RWA =<
:. | =< < <| <| |-|< |<| <
<< |-| < -|<|| < ||<
|<| ,-:c.- <|| |<| =< '<|< <|||' =<
|<| (:,:>.c-) <|| |<|
104
Dhaka.
agricultural tools.
Cottage industries.
Companys Capital
AvIZvf GjvKv
FY c`vbi LvZmg~n
||| |<| |- -|<|
- < |||< <<< <|< ||< =< <|< -<||
|r- < |- |=|<<, <|<| <||
I nvwZqvi Drcv`b|
| < ||< |r
KzwUi wk|
- <| <|<||
- || |<<-
|<| <|< ||
| |<| <r-
g~jab KvVvgv
||- < c (|) <|| |<|
|<||< < : (=<) <|| |<|
Loan Range
Tk. 20,00,000.
Interest Rate
Equity Share
Repayment Period
Maximum 5 years.
training).
gradually.
people.
Singapore
FY mxgv
<| c, |<| =< <| -,, |<|
|< |<|| =< <|||< |<||
|<<-< |+|= || |<<<|
myì nvi
:- | (=-|| +|)
:- |< < << - | loss
provision | <|| -
BKzBwUi AbycvZ
<|||< |<|| :,, |<| < -
-||< | |<|| <| : |
<|||< |<|| :,, |<|< < -
-||< | |<|| <| - |
FY cwikvai mgqKvj
<| c <<
|<||< |<<|- -|| < -|
|< || <<|
|- < | -| |-|
-||-<< ||<<|< -| (-| <|+ =<
| |< |)
|-| -|| < <<| |-|
<<| |||<<
< <<|<< <<-|< =< |-|
||+<< -|<|< <<|
<|= <|||< <# <<|
|| ||< | +< | |<<
| =?= -| |# || (AGEX), |*|<,
=<| <||* <|| <| -- < - |||< ||<
|*|<< <||| |# |=|-c <|| |<| -
<|| <||-|-< | < |*|< << ||<
<||- << |<<|< | <|< ||<
||<|| -- < - <||< =?= -||<
<<||< <|<= << - ||| |*|<< c=,
<| <| || <||||< ||- <
destination end.
percent.
Malaysia
| =|| -,,. =< |<||< < |
=|| -,,. <|||| :: << << |<
<|<= |< << |<-
<<|< <||-| ||<<-<< |<< |< <|
<< <||* <| -|< <|||| |#
-: Boon Lay Place -= || || =< |<
-:- Jurong East-= | || | <<
-'-< |<|< <<| |<|< < |- |<<|| -|
< |< << << <|||| <| -|<
| |< <<
|*|< <|< <||||< | |<
|<|||< < |- |< ||< -<|< =<
<<||< < <# <|+ <| <||<
|< <<- | =?= -| |# || |<
< < << |# |<|# || |*|<
< |< <||<|<| ||<|< |
<|< ||< < <| ||< |< <||* <|
| <| <||<-< AGEX -| =< |< <||*
|| ++ << <|||| <|< |# |#<
|< | < =< < |< |< - =|
<|<|< |-< <|< | <|+ ||+ << <|<
| || <|
-:- <||||< <| <|+ <<
- | << <|||| <||* |
-.-- |, |< <||* :.c |, <|
| -.-: | =< | || :.> |
<|+ << - -:- < :- |<
Jurong East -= | =?= -| |# ||<
| || |< -: c | <|+ -<
< || <<| <|
gvjqwkqv
| <|* -| =|=. |<=#|., |||,
| <|< ||< ||<|| || =<|
|<|||<| <||| <| -: < : |||< <||
<< << ||| :--:: (| |) | -|
<|<|, cc, <|||<, ||| <|
| <|* -| =|=. |<=#|. -c < :
< ||< <| <|<, ||| - |#*
| - ||| <<|< <||-|-< | |<|
- =< |<|- - << + <|||| <||
<< << << <<# <||| <||
<||-|-<< =< <|<< |<| = |-<
<|| <-|< -| ||< < ||+ <<|<
|< | || <| #|< <||*
-|< |< -: :c-.-> <|| |<|, -::
--.:c <|| |<| =< -:- --.- <||
|<| ||| - <||- < <<| -
<||- | <|< ||< ||- |-|< ||
<||* -|| -<|||- |<| <|< <<||< <
= <|| <||-|-< + << << <<#
<||* -|| <|||< -< =<|| ||<
|< <||* <<| || | | <||*
-||< <<| <|+< |<| |< < --
||| -# <<< < ||| <||-| <|<
=|<|- | <||* -|< |<< -|
|| ||< -| - <<| - | <|*
-| =|=. |<=#|. =<| |< <||| <|
|< |< |< - << <|< <<||<
<|<= |<|| <<
<-|< <||* |-< |<| |<| - |
<|< || =< |<< <<| | <||* -|
||< |<<r| < | <|< || =< :
| ||<|| ->: |< =||, <|,
| <|<< =<| | <||* -| <| -- <
-:- ||< <||- <|<< |- | <|<=
|<||< | | <|<< =<
-<|<| -|<<|<< =?= -|< <| |<|-|
<<| < |<|< |-|< < || -<| -
|< <||| <|| <|< =<| <<||< |-|<
||< |< <||* -< <| << <<| -<
<||* -||< - -< =<| |<|| |<<-
<<| - <|< - - <|<< |<||
|<<-< |<|, <|<< <<|| |<|< =<
|#<, : -<<|| |<|< =< <||*
-|< |#<
Australia.
m) Help Desk
n) Branch Expansion
phase.
| -||<| | -|- || - <||<
| <||* <|- <|+< <||-| <|<
|| -< | <|< || |< |
||<|| =<| <||* -| ||< |+| - <<
=-| <|< : |<< -:: ||< <||-
<|< =< |- - << < <|< -- |<
(AFSL) - <<
=< |<|| |<<-< - | - <|< < |
<|< ||< |<|| |<<-< =< |<|<,
<|<< - -<<|| |<|< =< <||-|
<| =< || ||<< < Exchange
House-|< <<||< <|<= - << <<|<
#|< <|<< =< --|<<|<< |#<
|-|< || <<| - #|< --, ::-
- |, <|, == |< -:>c, ||,
|| =?= -|< | | -
W) n W
| <|< || -r < |< |-<-< <|
-| << -r | -- | || <|< < <|
<<< |< |<|< |<| -r < |< -|
Kiv nq|
X) kvLv mcmviY
<| <|<< ||< | -->| <| -:: |
--:| ||| |- -< < < <|||<
=|<| || ||< |<<r| < <| |<|<
|<< |<<| -| <| =< |-<-< < < <||<
<| -| <| = |<<r|< <|<|<||-<| <
<| | || ||< <||- <|< #|<
|<- <<| -
1,709 crore in 2012.
officers.
interest expenses.
d) Operating Profit
1007 crore.
Avw_K djvdj
K) gvU AcviwUs Avq
-:- | <|<< |<| | | :,-> <||
UvKv|
L) gvU AcviwUs eq
-:: |< : <|| |<| | |<| <<
-:- | <|<< |<| << |<| | --
<|| |<| < <|+< |<| -- <|| |<| =
<|+ ::.-- | =# < <|+< <|< <<||<
<|||< |< | || < || <|+, =<
<<| ||
M) bxU my` Avq
-:- | <|<< | - |< |<| | >- <||
|<| - |< <$ # - | - - <<
<$ # -| ||< < - -
N) cwiPvjb gybvdv
-:- | <|<< |<| ||< (=||#,
|+| =< <<<) |<| | :- <|| |<|
O) gybvdvi eUb
-:- | <|< << < |+| <|< < || <<
--- <|| |<| <|< < <| |<
2002, 14 May 2007 and 14 August 2008
(1,319.54) crore.
<|< <||| |# :>>: |< <|<| :(-) =<
<||- <|<< |<|<|| |<|< ( :, :, c <
::, ||< <<|= - |||<, :>>:, -- < --,
:- -- =< :- | --) <|| <
<|||< <|<< <| < | <| << -
<|<< <|< <|< << |<| :,--.--
<|| |<| <|< |<<| <|< < <<
(:,:>.c-) <|| |<| RWA =< c |<
(-:,-cc. <|| |<| RWA) -:.:c | <
| <|< < (<|< < + ||||< <
+ ||< ||||< <) -,:-c.c <|| |<|<
|<<| <| << |<| (:,:>.c-) <||
|<| |<|< ||<< -. <|| <<| RWA =<
:. | =< < <| <| |-|< |<| <
<< |-| < -|<|| < ||<
|<| ,-:c.- <|| |<| =< '<|< <|||' =<
|<| (:,:>.c-) <|| |<|
Dhaka.
agricultural tools.
Cottage industries.
Companys Capital
AvIZvf GjvKv
FY c`vbi LvZmg~n
||| |<| |- -|<|
- < |||< <<< <|< ||< =< <|< -<||
|r- < |- |=|<<, <|<| <||
I nvwZqvi Drcv`b|
| < ||< |r
KzwUi wk|
- <| <|<||
- || |<<-
|<| <|< ||
| |<| <r-
g~jab KvVvgv
||- < c (|) <|| |<|
|<||< < : (=<) <|| |<|
Loan Range
Tk. 20,00,000.
Interest Rate
Equity Share
Repayment Period
Maximum 5 years.
training).
gradually.
people.
Singapore
FY mxgv
<| c, |<| =< <| -,, |<|
|< |<|| =< <|||< |<||
|<<-< |+|= || |<<<|
myì nvi
:- | (=-|| +|)
:- |< < << - | loss
provision | <|| -
BKzBwUi AbycvZ
<|||< |<|| :,, |<| < -
-||< | |<|| <| : |
<|||< |<|| :,, |<|< < -
-||< | |<|| <| - |
FY cwikvai mgqKvj
<| c <<
|<||< |<<|- -|| < -|
|< || <<|
|- < | -| |-|
-||-<< ||<<|< -| (-| <|+ =<
| |< |)
|-| -|| < <<| |-|
<<| |||<<
< <<|<< <<-|< =< |-|
||+<< -|<|< <<|
<|= <|||< <# <<|
|| ||< | +< | |<<
| =?= -| |# || (AGEX), |*|<,
=<| <||* <|| <| -- < - |||< ||<
|*|<< <||| |# |=|-c <|| |<| -
<|| <||-|-< | < |*|< << ||<
<||- << |<<|< | <|< ||<
||<|| -- < - <||< =?= -||<
<<||< <|<= << - ||| |*|<< c=,
<| <| || <||||< ||- <
destination end.
percent.
Malaysia
| =|| -,,. =< |<||< < |
=|| -,,. <|||| :: << << |<
<|<= |< << |<-
<<|< <||-| ||<<-<< |<< |< <|
<< <||* <| -|< <|||| |#
-: Boon Lay Place -= || || =< |<
-:- Jurong East-= | || | <<
-'-< |<|< <<| |<|< < |- |<<|| -|
< |< << << <|||| <| -|<
| |< <<
|*|< <|< <||||< | |<
|<|||< < |- |< ||< -<|< =<
<<||< < <# <|+ <| <||<
|< <<- | =?= -| |# || |<
< < << |# |<|# || |*|<
< |< <||<|<| ||<|< |
<|< ||< < <| ||< |< <||* <|
| <| <||<-< AGEX -| =< |< <||*
|| ++ << <|||| <|< |# |#<
|< | < =< < |< |< - =|
<|<|< |-< <|< | <|+ ||+ << <|<
| || <|
-:- <||||< <| <|+ <<
- | << <|||| <||* |
-.-- |, |< <||* :.c |, <|
| -.-: | =< | || :.> |
<|+ << - -:- < :- |<
Jurong East -= | =?= -| |# ||<
| || |< -: c | <|+ -<
< || <<| <|
gvjqwkqv
| <|* -| =|=. |<=#|., |||,
| <|< ||< ||<|| || =<|
|<|||<| <||| <| -: < : |||< <||
<< << ||| :--:: (| |) | -|
<|<|, cc, <|||<, ||| <|
| <|* -| =|=. |<=#|. -c < :
< ||< <| <|<, ||| - |#*
| - ||| <<|< <||-|-< | |<|
- =< |<|- - << + <|||| <||
<< << << <<# <||| <||
<||-|-<< =< <|<< |<| = |-<
<|| <-|< -| ||< < ||+ <<|<
|< | || <| #|< <||*
-|< |< -: :c-.-> <|| |<|, -::
--.:c <|| |<| =< -:- --.- <||
|<| ||| - <||- < <<| -
<||- | <|< ||< ||- |-|< ||
<||* -|| -<|||- |<| <|< <<||< <
= <|| <||-|-< + << << <<#
<||* -|| <|||< -< =<|| ||<
|< <||* <<| || | | <||*
-||< <<| <|+< |<| |< < --
||| -# <<< < ||| <||-| <|<
=|<|- | <||* -|< |<< -|
|| ||< -| - <<| - | <|*
-| =|=. |<=#|. =<| |< <||| <|
|< |< |< - << <|< <<||<
<|<= |<|| <<
<-|< <||* |-< |<| |<| - |
<|< || =< |<< <<| | <||* -|
||< |<<r| < | <|< || =< :
| ||<|| ->: |< =||, <|,
| <|<< =<| | <||* -| <| -- <
-:- ||< <||- <|<< |- | <|<=
|<||< | | <|<< =<
-<|<| -|<<|<< =?= -|< <| |<|-|
<<| < |<|< |-|< < || -<| -
|< <||| <|| <|< =<| <<||< |-|<
||< |< <||* -< <| << <<| -<
<||* -||< - -< =<| |<|| |<<-
<<| - <|< - - <|<< |<||
|<<-< |<|, <|<< <<|| |<|< =<
|#<, : -<<|| |<|< =< <||*
-|< |#<
Australia.
m) Help Desk
n) Branch Expansion
phase.
| -||<| | -|- || - <||<
| <||* <|- <|+< <||-| <|<
|| -< | <|< || |< |
||<|| =<| <||* -| ||< |+| - <<
=-| <|< : |<< -:: ||< <||-
<|< =< |- - << < <|< -- |<
(AFSL) - <<
=< |<|| |<<-< - | - <|< < |
<|< ||< |<|| |<<-< =< |<|<,
<|<< - -<<|| |<|< =< <||-|
<| =< || ||<< < Exchange
House-|< <<||< <|<= - << <<|<
#|< <|<< =< --|<<|<< |#<
|-|< || <<| - #|< --, ::-
- |, <|, == |< -:>c, ||,
|| =?= -|< | | -
W) n W
| <|< || -r < |< |-<-< <|
-| << -r | -- | || <|< < <|
<<< |< |<|< |<| -r < |< -|
Kiv nq|
X) kvLv mcmviY
<| <|<< ||< | -->| <| -:: |
--:| ||| |- -< < < <|||<
=|<| || ||< |<<r| < <| |<|<
|<< |<<| -| <| =< |-<-< < < <||<
<| -| <| = |<<r|< <|<|<||-<| <
<| | || ||< <||- <|< #|<
|<- <<| -
1,709 crore in 2012.
officers.
interest expenses.
d) Operating Profit
1007 crore.
Avw_K djvdj
K) gvU AcviwUs Avq
-:- | <|<< |<| | | :,-> <||
UvKv|
L) gvU AcviwUs eq
-:: |< : <|| |<| | |<| <<
-:- | <|<< |<| << |<| | --
<|| |<| < <|+< |<| -- <|| |<| =
<|+ ::.-- | =# < <|+< <|< <<||<
<|||< |< | || < || <|+, =<
<<| ||
M) bxU my` Avq
-:- | <|<< | - |< |<| | >- <||
|<| - |< <$ # - | - - <<
<$ # -| ||< < - -
N) cwiPvjb gybvdv
-:- | <|<< |<| ||< (=||#,
|+| =< <<<) |<| | :- <|| |<|
O) gybvdvi eUb
-:- | <|< << < |+| <|< < || <<
--- <|| |<| <|< < <| |<
2002, 14 May 2007 and 14 August 2008
(1,319.54) crore.
<|< <||| |# :>>: |< <|<| :(-) =<
<||- <|<< |<|<|| |<|< ( :, :, c <
::, ||< <<|= - |||<, :>>:, -- < --,
:- -- =< :- | --) <|| <
<|||< <|<< <| < | <| << -
<|<< <|< <|< << |<| :,--.--
<|| |<| <|< |<<| <|< < <<
(:,:>.c-) <|| |<| RWA =< c |<
(-:,-cc. <|| |<| RWA) -:.:c | <
| <|< < (<|< < + ||||< <
+ ||< ||||< <) -,:-c.c <|| |<|<
|<<| <| << |<| (:,:>.c-) <||
|<| |<|< ||<< -. <|| <<| RWA =<
:. | =< < <| <| |-|< |<| <
<< |-| < -|<|| < ||<
|<| ,-:c.- <|| |<| =< '<|< <|||' =<
|<| (:,:>.c-) <|| |<|
106
Dhaka.
agricultural tools.
Cottage industries.
Companys Capital
AvIZvf GjvKv
FY c`vbi LvZmg~n
||| |<| |- -|<|
- < |||< <<< <|< ||< =< <|< -<||
|r- < |- |=|<<, <|<| <||
I nvwZqvi Drcv`b|
| < ||< |r
KzwUi wk|
- <| <|<||
- || |<<-
|<| <|< ||
| |<| <r-
g~jab KvVvgv
||- < c (|) <|| |<|
|<||< < : (=<) <|| |<|
Loan Range
Tk. 20,00,000.
Interest Rate
Equity Share
Repayment Period
Maximum 5 years.
training).
gradually.
people.
Singapore
FY mxgv
<| c, |<| =< <| -,, |<|
|< |<|| =< <|||< |<||
|<<-< |+|= || |<<<|
myì nvi
:- | (=-|| +|)
:- |< < << - | loss
provision | <|| -
BKzBwUi AbycvZ
<|||< |<|| :,, |<| < -
-||< | |<|| <| : |
<|||< |<|| :,, |<|< < -
-||< | |<|| <| - |
FY cwikvai mgqKvj
<| c <<
|<||< |<<|- -|| < -|
|< || <<|
|- < | -| |-|
-||-<< ||<<|< -| (-| <|+ =<
| |< |)
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<|= <|||< <# <<|
|| ||< | +< | |<<
| =?= -| |# || (AGEX), |*|<,
=<| <||* <|| <| -- < - |||< ||<
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<|| <||-|-< | < |*|< << ||<
<||- << |<<|< | <|< ||<
||<|| -- < - <||< =?= -||<
<<||< <|<= << - ||| |*|<< c=,
<| <| || <||||< ||- <
destination end.
percent.
Malaysia
| =|| -,,. =< |<||< < |
=|| -,,. <|||| :: << << |<
<|<= |< << |<-
<<|< <||-| ||<<-<< |<< |< <|
<< <||* <| -|< <|||| |#
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|| ++ << <|||| <|< |# |#<
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| || <|
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Jurong East -= | =?= -| |# ||<
| || |< -: c | <|+ -<
< || <<| <|
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|< |< |< - << <|< <<||<
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||< |<<r| < | <|< || =< :
| ||<|| ->: |< =||, <|,
| <|<< =<| | <||* -| <| -- <
-:- ||< <||- <|<< |- | <|<=
|<||< | | <|<< =<
-<|<| -|<<|<< =?= -|< <| |<|-|
<<| < |<|< |-|< < || -<| -
|< <||| <|| <|< =<| <<||< |-|<
||< |< <||* -< <| << <<| -<
<||* -||< - -< =<| |<|| |<<-
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Australia.
m) Help Desk
n) Branch Expansion
phase.
| -||<| | -|- || - <||<
| <||* <|- <|+< <||-| <|<
|| -< | <|< || |< |
||<|| =<| <||* -| ||< |+| - <<
=-| <|< : |<< -:: ||< <||-
<|< =< |- - << < <|< -- |<
(AFSL) - <<
=< |<|| |<<-< - | - <|< < |
<|< ||< |<|| |<<-< =< |<|<,
<|<< - -<<|| |<|< =< <||-|
<| =< || ||<< < Exchange
House-|< <<||< <|<= - << <<|<
#|< <|<< =< --|<<|<< |#<
|-|< || <<| - #|< --, ::-
- |, <|, == |< -:>c, ||,
|| =?= -|< | | -
W) n W
| <|< || -r < |< |-<-< <|
-| << -r | -- | || <|< < <|
<<< |< |<|< |<| -r < |< -|
Kiv nq|
X) kvLv mcmviY
<| <|<< ||< | -->| <| -:: |
--:| ||| |- -< < < <|||<
=|<| || ||< |<<r| < <| |<|<
|<< |<<| -| <| =< |-<-< < < <||<
<| -| <| = |<<r|< <|<|<||-<| <
<| | || ||< <||- <|< #|<
|<- <<| -
1,709 crore in 2012.
officers.
interest expenses.
d) Operating Profit
1007 crore.
Avw_K djvdj
K) gvU AcviwUs Avq
-:- | <|<< |<| | | :,-> <||
UvKv|
L) gvU AcviwUs eq
-:: |< : <|| |<| | |<| <<
-:- | <|<< |<| << |<| | --
<|| |<| < <|+< |<| -- <|| |<| =
<|+ ::.-- | =# < <|+< <|< <<||<
<|||< |< | || < || <|+, =<
<<| ||
M) bxU my` Avq
-:- | <|<< | - |< |<| | >- <||
|<| - |< <$ # - | - - <<
<$ # -| ||< < - -
N) cwiPvjb gybvdv
-:- | <|<< |<| ||< (=||#,
|+| =< <<<) |<| | :- <|| |<|
O) gybvdvi eUb
-:- | <|< << < |+| <|< < || <<
--- <|| |<| <|< < <| |<
2002, 14 May 2007 and 14 August 2008
(1,319.54) crore.
<|< <||| |# :>>: |< <|<| :(-) =<
<||- <|<< |<|<|| |<|< ( :, :, c <
::, ||< <<|= - |||<, :>>:, -- < --,
:- -- =< :- | --) <|| <
<|||< <|<< <| < | <| << -
<|<< <|< <|< << |<| :,--.--
<|| |<| <|< |<<| <|< < <<
(:,:>.c-) <|| |<| RWA =< c |<
(-:,-cc. <|| |<| RWA) -:.:c | <
| <|< < (<|< < + ||||< <
+ ||< ||||< <) -,:-c.c <|| |<|<
|<<| <| << |<| (:,:>.c-) <||
|<| |<|< ||<< -. <|| <<| RWA =<
:. | =< < <| <| |-|< |<| <
<< |-| < -|<|| < ||<
|<| ,-:c.- <|| |<| =< '<|< <|||' =<
|<| (:,:>.c-) <|| |<|
Particulars 2012 2011
Profit/(Loss) before provision & tax 873.79 1341.31
Provision for loans and advances 2,488.80 436.50
Other provision
(Including Incentive Bonus) 249.26 170.31
Total provision 2,738.06 606.81
Net profit/(loss) before Tax (1,864.27) 734.50
Provision for tax
Current tax 158.00 425.00
Deferred tax (160.22) 59.51
Total provision for tax (2.21) 484.51
Net profit/(loss) after tax (1,862.06) 249.99
Add: Retained surplus from
the previous year 497.83 449.39
Available for Appropration (1,364.23) 699.38
Appropriation of Profit
Statutory Reserve - 146.90
Bonus share Issue 90.12 54.65
Retained Surplus (1,454.35) 497.83
weeiY 2012 2011
<< < |+| <|< < || --.-> :-:.:
< |+| -,---.- -:.c
| |+| (<||-) -->.-: :-.:
| |+| -,--.: ::.-:
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<<| || (:,:-.-) :>>.-
gybvdv eUb
|<|<<+ -|< - :-:.>
<|| |< # >.:- c-.:c
|| (:,-c-.c) ->-.-
<|| |<| Taka in Crore
Dhaka.
agricultural tools.
Cottage industries.
Companys Capital
AvIZvf GjvKv
FY c`vbi LvZmg~n
||| |<| |- -|<|
- < |||< <<< <|< ||< =< <|< -<||
|r- < |- |=|<<, <|<| <||
I nvwZqvi Drcv`b|
| < ||< |r
KzwUi wk|
- <| <|<||
- || |<<-
|<| <|< ||
| |<| <r-
g~jab KvVvgv
||- < c (|) <|| |<|
|<||< < : (=<) <|| |<|
Loan Range
Tk. 20,00,000.
Interest Rate
Equity Share
Repayment Period
Maximum 5 years.
training).
gradually.
people.
Singapore
FY mxgv
<| c, |<| =< <| -,, |<|
|< |<|| =< <|||< |<||
|<<-< |+|= || |<<<|
myì nvi
:- | (=-|| +|)
:- |< < << - | loss
provision | <|| -
BKzBwUi AbycvZ
<|||< |<|| :,, |<| < -
-||< | |<|| <| : |
<|||< |<|| :,, |<|< < -
-||< | |<|| <| - |
FY cwikvai mgqKvj
<| c <<
|<||< |<<|- -|| < -|
|< || <<|
|- < | -| |-|
-||-<< ||<<|< -| (-| <|+ =<
| |< |)
|-| -|| < <<| |-|
<<| |||<<
< <<|<< <<-|< =< |-|
||+<< -|<|< <<|
<|= <|||< <# <<|
|| ||< | +< | |<<
| =?= -| |# || (AGEX), |*|<,
=<| <||* <|| <| -- < - |||< ||<
|*|<< <||| |# |=|-c <|| |<| -
<|| <||-|-< | < |*|< << ||<
<||- << |<<|< | <|< ||<
||<|| -- < - <||< =?= -||<
<<||< <|<= << - ||| |*|<< c=,
<| <| || <||||< ||- <
destination end.
percent.
Malaysia
| =|| -,,. =< |<||< < |
=|| -,,. <|||| :: << << |<
<|<= |< << |<-
<<|< <||-| ||<<-<< |<< |< <|
<< <||* <| -|< <|||| |#
-: Boon Lay Place -= || || =< |<
-:- Jurong East-= | || | <<
-'-< |<|< <<| |<|< < |- |<<|| -|
< |< << << <|||| <| -|<
| |< <<
|*|< <|< <||||< | |<
|<|||< < |- |< ||< -<|< =<
<<||< < <# <|+ <| <||<
|< <<- | =?= -| |# || |<
< < << |# |<|# || |*|<
< |< <||<|<| ||<|< |
<|< ||< < <| ||< |< <||* <|
| <| <||<-< AGEX -| =< |< <||*
|| ++ << <|||| <|< |# |#<
|< | < =< < |< |< - =|
<|<|< |-< <|< | <|+ ||+ << <|<
| || <|
-:- <||||< <| <|+ <<
- | << <|||| <||* |
-.-- |, |< <||* :.c |, <|
| -.-: | =< | || :.> |
<|+ << - -:- < :- |<
Jurong East -= | =?= -| |# ||<
| || |< -: c | <|+ -<
< || <<| <|
gvjqwkqv
| <|* -| =|=. |<=#|., |||,
| <|< ||< ||<|| || =<|
|<|||<| <||| <| -: < : |||< <||
<< << ||| :--:: (| |) | -|
<|<|, cc, <|||<, ||| <|
| <|* -| =|=. |<=#|. -c < :
< ||< <| <|<, ||| - |#*
| - ||| <<|< <||-|-< | |<|
- =< |<|- - << + <|||| <||
<< << << <<# <||| <||
<||-|-<< =< <|<< |<| = |-<
<|| <-|< -| ||< < ||+ <<|<
|< | || <| #|< <||*
-|< |< -: :c-.-> <|| |<|, -::
--.:c <|| |<| =< -:- --.- <||
|<| ||| - <||- < <<| -
<||- | <|< ||< ||- |-|< ||
<||* -|| -<|||- |<| <|< <<||< <
= <|| <||-|-< + << << <<#
<||* -|| <|||< -< =<|| ||<
|< <||* <<| || | | <||*
-||< <<| <|+< |<| |< < --
||| -# <<< < ||| <||-| <|<
=|<|- | <||* -|< |<< -|
|| ||< -| - <<| - | <|*
-| =|=. |<=#|. =<| |< <||| <|
|< |< |< - << <|< <<||<
<|<= |<|| <<
<-|< <||* |-< |<| |<| - |
<|< || =< |<< <<| | <||* -|
||< |<<r| < | <|< || =< :
| ||<|| ->: |< =||, <|,
| <|<< =<| | <||* -| <| -- <
-:- ||< <||- <|<< |- | <|<=
|<||< | | <|<< =<
-<|<| -|<<|<< =?= -|< <| |<|-|
<<| < |<|< |-|< < || -<| -
|< <||| <|| <|< =<| <<||< |-|<
||< |< <||* -< <| << <<| -<
<||* -||< - -< =<| |<|| |<<-
<<| - <|< - - <|<< |<||
|<<-< |<|, <|<< <<|| |<|< =<
|#<, : -<<|| |<|< =< <||*
-|< |#<
Australia.
m) Help Desk
n) Branch Expansion
phase.
| -||<| | -|- || - <||<
| <||* <|- <|+< <||-| <|<
|| -< | <|< || |< |
||<|| =<| <||* -| ||< |+| - <<
=-| <|< : |<< -:: ||< <||-
<|< =< |- - << < <|< -- |<
(AFSL) - <<
=< |<|| |<<-< - | - <|< < |
<|< ||< |<|| |<<-< =< |<|<,
<|<< - -<<|| |<|< =< <||-|
<| =< || ||<< < Exchange
House-|< <<||< <|<= - << <<|<
#|< <|<< =< --|<<|<< |#<
|-|< || <<| - #|< --, ::-
- |, <|, == |< -:>c, ||,
|| =?= -|< | | -
W) n W
| <|< || -r < |< |-<-< <|
-| << -r | -- | || <|< < <|
<<< |< |<|< |<| -r < |< -|
Kiv nq|
X) kvLv mcmviY
<| <|<< ||< | -->| <| -:: |
--:| ||| |- -< < < <|||<
=|<| || ||< |<<r| < <| |<|<
|<< |<<| -| <| =< |-<-< < < <||<
<| -| <| = |<<r|< <|<|<||-<| <
<| | || ||< <||- <|< #|<
|<- <<| -
1,709 crore in 2012.
officers.
interest expenses.
d) Operating Profit
1007 crore.
Avw_K djvdj
K) gvU AcviwUs Avq
-:- | <|<< |<| | | :,-> <||
UvKv|
L) gvU AcviwUs eq
-:: |< : <|| |<| | |<| <<
-:- | <|<< |<| << |<| | --
<|| |<| < <|+< |<| -- <|| |<| =
<|+ ::.-- | =# < <|+< <|< <<||<
<|||< |< | || < || <|+, =<
<<| ||
M) bxU my` Avq
-:- | <|<< | - |< |<| | >- <||
|<| - |< <$ # - | - - <<
<$ # -| ||< < - -
N) cwiPvjb gybvdv
-:- | <|<< |<| ||< (=||#,
|+| =< <<<) |<| | :- <|| |<|
O) gybvdvi eUb
-:- | <|< << < |+| <|< < || <<
--- <|| |<| <|< < <| |<
2002, 14 May 2007 and 14 August 2008
(1,319.54) crore.
<|< <||| |# :>>: |< <|<| :(-) =<
<||- <|<< |<|<|| |<|< ( :, :, c <
::, ||< <<|= - |||<, :>>:, -- < --,
:- -- =< :- | --) <|| <
<|||< <|<< <| < | <| << -
<|<< <|< <|< << |<| :,--.--
<|| |<| <|< |<<| <|< < <<
(:,:>.c-) <|| |<| RWA =< c |<
(-:,-cc. <|| |<| RWA) -:.:c | <
| <|< < (<|< < + ||||< <
+ ||< ||||< <) -,:-c.c <|| |<|<
|<<| <| << |<| (:,:>.c-) <||
|<| |<|< ||<< -. <|| <<| RWA =<
:. | =< < <| <| |-|< |<| <
<< |-| < -|<|| < ||<
|<| ,-:c.- <|| |<| =< '<|< <|||' =<
|<| (:,:>.c-) <|| |<|
Taka in Crore
Total Risk Weighted Assets 21,455.30 21,411.28
Minimum Required Capital
(10% of Risk Weighted Assets ) 2,145.53 2,141.13
Minimum required core capital
( 5% of RWA) 1,072.77 1,070.56
Actual Capital Held: (1,319.54) 2,353.19
Core Capital (Tier I) (1,319.54) 1,687.72
Supplementary Capital (Tier II) 0.00 665.47
Total Capital surplus/shortfall (3,465.07) 212.06
Capital Adequacy Ratio (%): -6.15% 10.99%
Core Capital (against standard of
minimum 5%) -6.15% 7.88%
Supplementary Capital 0.00% 3.11%
Sub-Total: (48.58) 1,813.49
Details of capital adequacy are given below: g~jab chvZvi wevwiZ weeiY wbP `qv njv:
ev`:
| =|
(#|< =|) ::-.-- -
mve||||<
|<|| :.-- :-c.--
<|| | |? =| --c.c
-gvU Kvi KvwcUvj (Uvqvi-1) (1,319.54) 1,687.72
mvwcgUvwi KvwcUvj (Uvqvi-2)
||<|| <
<< | ::.-- -.-c
=| |<| |<| c -:.: -:.>-
|< |<| < =|
||<|<| |< c c.-: :.--
|< |<| <
#<#| # : - -
=?= #<||#
=<| -.: -
Dc-mgw 751.56 791.24
<|-|<||||< |<||
<| | :.-- :-c.--
gvU BwjwRej (Uvqvi-2) g~jab 620.79 665.47
mvwcgUvwi KvwcUvj (Uvqvi-3) - -
gvU mvwcgUvwi KvwcUvj
(Uvqvi-2+ Uvqvi-3) 0.00 665.47
gvU BwjwRej g~jab (1,319.54) 2,353.19
Deductions:
Valuation Adjustment
(Intangible assets) 664.84 -
Investments in Subsidiaries
whichare not consolidated 130.77 125.77
Benefit of deferred tax Assets 475.35 -
General Provision
(UC + SMA + Off B/S exposure
+ 3% Consumer Finance) 366.47 400.85
Revaluation Reserve for
Approved Securities up to 50% 5.86 13.47
Revaluation Reserve for Equity
Instrument up to 10% - -
Other(Balance of Exchange
Equalization A/C) 2.63 -
Sub-Total 751.56 791.24
Deductions: Investments in
Subsidiaries which are not consolidated 130.77 125.77
Total Supplementary
(Tier 2+ Tier 3) Capital 0.00 665.47
Total Eligible Capital (1,319.54) 2,353.19
<|| |<|
weeiY 2012 2011
| |< < =| -:,-cc. -:,-::.--
<
(|< < =|< :) -,:-c.c -,:-:.:
<|< <|< <|||
(|<|<= c) :,--.-- :,-.c:
< <| (:,:>.c-) -,c.:>
<|< <||| (||<-:) (:,:>.c-) :,:--.--
||||< <||| (||<--) . ::c.--
gvU D g~jab/NvUwZ (3,465.07) 212.06
< <|| | () -:.:c :.>>
<|< <|||
(c ||) -:.:c -.--
||||< <||| . .::
Kvi KvwcUvj (Uvqvi-1)
|<||< < >>:.-> >:.:-
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Dc-mgw (48.58) 1,813.49
108
Dhaka.
agricultural tools.
Cottage industries.
Companys Capital
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Loan Range
Tk. 20,00,000.
Interest Rate
Equity Share
Repayment Period
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training).
gradually.
people.
Singapore
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Australia.
m) Help Desk
n) Branch Expansion
phase.
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1,709 crore in 2012.
officers.
interest expenses.
d) Operating Profit
1007 crore.
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2002, 14 May 2007 and 14 August 2008
(1,319.54) crore.
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Taka in Crore
Total Risk Weighted Assets 21,455.30 21,411.28
Minimum Required Capital
(10% of Risk Weighted Assets ) 2,145.53 2,141.13
Minimum required core capital
( 5% of RWA) 1,072.77 1,070.56
Actual Capital Held: (1,319.54) 2,353.19
Core Capital (Tier I) (1,319.54) 1,687.72
Supplementary Capital (Tier II) 0.00 665.47
Total Capital surplus/shortfall (3,465.07) 212.06
Capital Adequacy Ratio (%): -6.15% 10.99%
Core Capital (against standard of
minimum 5%) -6.15% 7.88%
Supplementary Capital 0.00% 3.11%
Sub-Total: (48.58) 1,813.49
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(Uvqvi-2+ Uvqvi-3) 0.00 665.47
gvU BwjwRej g~jab (1,319.54) 2,353.19
Deductions:
Valuation Adjustment
(Intangible assets) 664.84 -
Investments in Subsidiaries
whichare not consolidated 130.77 125.77
Benefit of deferred tax Assets 475.35 -
General Provision
(UC + SMA + Off B/S exposure
+ 3% Consumer Finance) 366.47 400.85
Revaluation Reserve for
Approved Securities up to 50% 5.86 13.47
Revaluation Reserve for Equity
Instrument up to 10% - -
Other(Balance of Exchange
Equalization A/C) 2.63 -
Sub-Total 751.56 791.24
Deductions: Investments in
Subsidiaries which are not consolidated 130.77 125.77
Total Supplementary
(Tier 2+ Tier 3) Capital 0.00 665.47
weeiY 2012 2011
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Automation and Modernization
Development in ICT Sector
Information and Communication Technology (ICT)
has its direct impact on productivity and
competitiveness in both domestic and international
markets. We are proud that Agrani Bank Limited
was the first among the commercial banks in this
country to introduce computer-based technology
back in 1968. It started its journey from 1968, using
IBM midrange computer. Since then amidst
increasingly fierce competition, the efficiency gains
and the speed of IT have offered us the opportunity
to open up new sources of advanced, innovative
products and improved customer services.
Sufficient allocation will be made for hardware and
software to ensure complete implementation of our
ambitious plans for the increased use of ICT and
Management Information Systems (MIS).
AUvgkb Ges AvaywbKvqb
Z_ Ges hvMvhvM chyw LvZ Dbqb
|-| =< |<|||< -| =< |||<
<||<< < < =< <||<| <|< (|#||)
|< < |<| |< < # :>:- | <<
IBM Mid Range <||< <<-|<< |< | <|<
<||-< <|||< <|<|< < < <||<
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|-< <|< |< || - |#|| <
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-|<|< < <|<< |<<r| ||< |* |<
<| < <<|+ -| -
Overall Automation
Agrani Bank Limited started using computer
technology for automation of its various banking
operations since pre-liberation. Many important
jobs of the bank are currently automated. The
Information Technology and MIS Division of the
bank responsible for managing automation of
banking operations, is well equipped with IBM
Midrange computers, very High End Servers and
latest microcomputers and stuffed with trained and
experienced personnel. The Bank uses its
in-house software for processing most of the jobs
performed in IT and MIS Division. The major jobs
handled in ITand MIS Division are:
a) Inter-branch Transaction Reconciliation.
b) Foreign Bank Accounts Reconciliation
(Nostro Accounts).
c) Consolidation of Statements of Affairs/
Income & Expenditure Statements.
d) Personnel System.
e) Pay-roll of Head Office Employees etc.
f) Inventory Management.
The Bank has a good team of highly skilled
manpower both in technical and business areas to
handle IT operation deployed in Head Office,
Zonal Offices and in branches. The Bank has
recruited a large number of manpower exclusively
for ICT operation. Those resources are being
deployed in Head Office IT and MIS Division and in
zonal offices from where they can monitor and
control the various ICT operations at the grass root
level. The relevant employees are provided with
adequate training to cater all kinds of needs
related to ICT. A majority of manpower of the bank
has got IT literacy and training - basic and higher
training on IT courses are offered throughout the
year. The bank has formulated its ICT policy as per
Bangladesh Bank Guidelines in which proper
directives have been provided for each and every
operation of the bank related to ICT.
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<|< || |< |#|| || -|$ <|< <|
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Branch Computerization
Agrani Bank Limited has grown significantly over
the years in branch automation. Till date 863
branches out of its total 889 branches are
computerized by using LAN based Branch
Banking Software. These software have been
supplied by various renowned software vendors of
the country. The major functionalities of the branch
banking software are:
a) General Banking- Deposit, Inland remittance,
GL/PL.
b) Credit- All kinds of commercial loans and staff
loans.
Most of the banking activities can be carried out
using these software. Bank provides continuous
training for the users of these software. Now, all
the branches are providing computer services with
internet connectivity along with 'Online Foreign
Remittance Payment Software' and Online
payment system of Western Union, MoneyGram
etc. capable of making instant payment of foreign
remittance to the beneficiaries and preparing daily
Statement of Affairs and Profit and Loss Statement
besides making other day-to-day
correspondences.
Online Banking
IT-based banking has a major role to play in
rendering improved services to the valued
customers and stakeholders in today's competitive
banking environment. The Bank has taken various
measures for automation of its functions and
services. One of the major steps is installation of
fully integrated online core Banking Solution (T24
by Temenos). It began in 2010 with two pilot
branches and now it has progressed further and as
of December 2012, 108 major branches of the
bank are operating using this software. It should be
mentioned that T24 software is rated number one
core banking software all over the world. For this
purpose, a state of the art data center equipped
with most modern hardware, database,
connectivity and all other facilities was established
in Head office. Besides, a Disaster Recovery Site
(DRS) was rented at Mohakhali where a true
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<||* <|< =< #|< <|-
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replica of data center is established. The hardware
related to data center and DRS has been set up
with a capacity to handle all the online branches of
the Bank. Again, to handle such a big customer
base, Oracle database was chosen. A Wide Area
Network (WAN) covering 160 branches was setup
to facilitate online service. Two redundant network
lines were setup for all these branches.
The Core Banking Software (CBS) has four major
functional areas. These are:
a) Retail Module: All the functionalities of general
banking like SB, CD, FDR, SND, APS, ABS,
DD, PO/PS etc. are covered under this
module.
b) Credit module: All kinds of credit operation like
CC, OD, consumer loan, staff loan are
handled using this module.
c) Trade finance: All activities relating to foreign
exchange can be handled under this module.
d) Treasury module: All treasury functions i.e.
security, money market, and investment are
covered under this module. Also, centralized
Head Office GL is incorporated with Treasury
Module.
All the modules of T24 have been customized as
per existing business processes and rules of the
bank considering the guidelines of Bangladesh
bank.
For all kinds of automation activities, the Bank has
deployed human resources in the major areas
from the existing manpower. Presently,, two teams
i.e. business team and technical team are working.
The business team was formed choosing experts
from each and every functional area i.e. general
banking, credit, trade finance and treasury. The
technical team comprised of the experts of
hardware, database, operating system, network,
online banking software. For capacity building,
they were given adequate training to make them
capable of handling all the activities to run a core
banking software smoothly.
Gradually, all the branches of the bank will be
brought under online system. Introduction of T24
software will ensure services like internet banking,
ATM banking, mobile banking etc. to the
customers.
||| | <<|< DRS =< || |<<
<|< < |< -|<|< | <<| -
=|$| <- |<< |-< <| -|< Oracle
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<-|< <||, ||* < ||<< <| | |
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#|< <||<, =|= <||<, |<|# <||<
#||-< | <| -| <<| -<
T 24 Help Desk
The Bank has also established a Help Desk in IT &
MIS Division to render the operational and
technical support to all the online based branches.
Online branches can take instant help while facing
any problem in their day to day software operation
from the T24 Day-Night Help Desk. Besides, the
branches are getting help from the personnel
designated for performing COB (Close of
Business) at this division after office hour and in
their holidays.
BACH & BEFTN
As part of the plan of Bangladesh Bank for
automation of clearing payment system of the
country, Bangladesh Automated Clearing House
(BACH) was introduced in the bank. The two
components of BACH - Bangladesh Automated
Cheque Processing System (BACPS) &
Bangladesh Electronic Fund Transfer Network
(BEFTN) are active in the bank. A total of 312
branches of the Bank in 70 clearing areas of the
country have been brought under BACPS
successfully. For this purpose, hardware, MICR
cheque scanner and network connectivity have
been established in each concerned location. For,
BACH operation a sophisticated centralized
software has been customized and installed which
has facilitated the smooth operation of the system
throughout the country. The other component
BEFTN has been introduced in all 889 branches of
the Bank. As per Bangladesh Bank instruction,
only credit operation has been allowed in it. The
debit operation will begin very soon. With the
introduction of automated clearing system,
customer service has greatly improved.
SWIFT
Agrani Bank Limited provides SWIFT (Society for
Worldwide Inter-bank Financial Telecommunication)
facility in its 35 branches to offer services relating to
Foreign Exchange/Foreign Trade Transactions (both
import and export) and remittance.
e-GP
The government of Bangladesh has introduced
e-GP (Electronic Government Procurement)
program under CPTU (Central Procurement
Technical Unit) of Planning ministry. The
contractors of 4 organizations i.e. (1) Roads &
Highways,(2) LGED,(3) BWDB and (4) REB can
T 24 n W
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participate in e-tendering by depositing their
registration fee, renewal fee, tender document fee,
bank guarantee etc. from designated 86 branches
of the bank all over Bangladesh. A formal
high-level training on e-GP has been provided to a
large number of employees of the bank. The bank
has voluntarily participated in e-GP program to
meet its commitment to serve the nation.
Website
Agrani Bank Limited has an informative website
containing description of its various products,
services, annual accounts, citizen's charter and
other up-to-date information about the Bank. The
website www.agranibank.org serves as a primary
source of information of the bank. Current news on
recruitment, tender etc. of the bank can also be
found on this website.
ATM
In order to be up-to-date with the fast advancing
information technology, Agrani Bank Limited
started ATM (Automated Teller Machine) service in
2002 for the clients which is known as E-Cash
Debit Card. With this, ATM Card holders are
enjoying the benefit of 24 hours cash withdrawal
by paying a nominal annual service charge.
Currently, ABL has been providing this service
using 225 shared ATM booths throughout the
country in collaboration with AB Bank Ltd.
To run ATM service by ABLs own source &
management, wide spread initiatives have been
taken. After scrutinizing the viabilities, in the first
phase, ABL plans to start 100 ATM booths in
different branches & prominent places of which 41
booths will be in Dhaka city and 12 booths will be
in Chittagong. Besides, ABL plans to enrich ATM
booth service consisting Visa Card, Master Card
and Credit Card facilities.
Introduction of Mobile Banking
Agrani Bank Limited is planning to offer some
transaction facilities through mobile set. As most of
the population of Bangladesh is un-banked, our
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bank is going to implement a system to launch
mobile banking soon to bring non-bank population
into the banking channel. With this facility any
person having a mobile will be able to use his
number as a bank account. The facilities of mobile
banking will be:
a) Cash Deposit.
b) Cash Withdrawal.
c) Fund Transfer to another Mobile Account.
d) Utility Bill Payment.
e) Receive Remittance from Home and
Abroad.
f) Salary Payment.
g) Disbursement of Government Allowances.
h) Merchant Payment.
i) Balance Enquiry.
Agrani bank Limited is dedicated to the nation to
provide technology based modern banking
services to the customers and relentlessly tries to
contribute to the process of achieving our national
goal as enshrined in Vision 2021.
Introduction of Agent Banking
Agrani Bank Limited in association with DOER,
has planned to extend its financial services to
unbanked and under banked areas of Bangladesh
through agents or CSPs (Customer Service
Provider) in a bid to achieve Financial Inclusion
goal of the nation. The project would run under the
Agent Banking Draft Guideline that has recently
been formulated by Bangladesh Bank. Agent
Banking model would help to achieve the
following:
1. Lowering transaction costs both for the
customers and bank
2. Help cover a large geographical area with
minimum cost
3. Cutting administrative overhead off
4. Creating financial awareness
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banking will be:
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Abroad.
f) Salary Payment.
i) Balance Enquiry.
following:
customers and bank
minimum cost
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following:
customers and bank
minimum cost
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bank.
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banking will be:
a) Cash Deposit.
b) Cash Withdrawal.
Abroad.
f) Salary Payment.
i) Balance Enquiry.
following:
customers and bank
minimum cost
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GL/PL.
loans.
correspondences.
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module.
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bank.
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their holidays.
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SWIFT
e-GP
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banking will be:
a) Cash Deposit.
b) Cash Withdrawal.
Abroad.
f) Salary Payment.
i) Balance Enquiry.
following:
customers and bank
minimum cost
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GL/PL.
loans.
correspondences.
Online Banking
kvLv KwDUvivqb
||< || <|< <| <<|< <<-|<
| <|< < =| -|<|< LAN |< <|+
<||< <|< <<-|<< |< -->| ||< <
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<|<| -< |+ || << <<<|-<
<|+ <||< <|<< <| <|| -
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|<< = |<|||< <||< <||< || |-<
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module.
Module.
bank.
customers.
||| | <<|< DRS =< || |<<
<|< < |< -|<|< | <<| -
=|$| <- |<< |-< <| -|< Oracle
||< | <<| - ::| || Wide Area
Network (WAN) | << |# <||< <| -|
<<| - = < ||< || -| <|< |#
| <<| -
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|< ||$| <| <|<|< |=
=# |< |< <
<||- <|<< |-<-|-|< ||< =< |
<|<< |<-| |||| <|| T24 =< |
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AvIZvq Avbv ne| T24 <|<< |< |-<-<<
#|< <||<, =|= <||<, |<|# <||<
#||-< | <| -| <<| -<
T 24 Help Desk
their holidays.
BACH & BEFTN
SWIFT
e-GP
T 24 n W
|# |||< |||< < <||<|< -||
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#-|| (#|< |<<) || |
<< =< -<|| | <|<< -:| |<||<
|| <| |, <| |, |< < |, <|<
|<|| #||- -|< |< $< < < |<-<,
Website
ATM
=|#|, |<|<||< =< |<#|< = -| |<
|<|-|< #-||< = | |< <|<
<< |< < <|<|< #-||< < =<|
| | -| <<| - ||< <| -|<
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<<
IqemvBU
| <|< ||< =<| < -|< <<|#
< <| << |-< <|< < |<| <
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#||-< ||< <<|<<< = <<|# |<| <|
GwUGg
| <|< || - <| <<|< |<
|< -|||- <<< -- | |-<-<
<<, <| E-Cash |< <| | |<| =< |<
<||<< || || |< |<| =|= <|
-||< |-<| -- | - < |< |<<| |
<< <| | <|< || =|< <|< ||
=< |< <<|< |<| - --c| =|= <<< |<
=# <| |- |
| <|<< | <<|| < |<||
=|= || << <|< - - <<|
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|<| <||#-<||# <<t =<| |* <|<<r|
-| | - =< < <| |<| -|<< -:|,
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< | |<|<|< | :| =|= << ||
Credit Card - =|= << || +<<<
|<<r|< <
|<|# < |< |< - |<<| -|< |<<|
| <|< ||< |<<r| < <||-<
|<<| |< <||< =< |< |$ =#
banking will be:
a) Cash Deposit.
b) Cash Withdrawal.
Abroad.
f) Salary Payment.
i) Balance Enquiry.
following:
customers and bank
minimum cost
-<||< ||< <||< <|<=< |<| ||<
||-< <|< < |# |<|# <||< +| |
<< <| = |<<|< |< |<|# < <|<| <
<| <| |<|# <| <|< =<| |-|< <<-|<
<< |<< |<|# <||<-=< |<<|| |<
<) - |
) - |
) |<|# =<| -|< -|<
) #||| |< |<|<
) --|<-< <||* -
) < |<|<
) <<||< |||- |<<
) | -
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|-<-< <| |< |<|< <||< || -|<
| <|< || ||< <| ||<+
||-< || '| --:' <-| <|
| <|<< <|- | <
GRU evswKs ceZb
| <|< || '-|<' (DOER) =< -<|||
<||< <|- <<| r || <||< << = <<
< = <| <||< || |#|< (CSP) =<
|< <||< <| -|< =<| <|<= - << <|
-< ||<< <|| <| <|<| -|< -<
<r| <||- <|< << | | '=
<||< | |# |#' |< |<|| -< =
<||< | || <|| << -|| <<<
:. |-< =< <|< < - < <<
-. =<| <- +< < ||<< <|<
|<| || < -<
. ||< < -| |<
-. ||<< | |< -|< -<
The project would be implemented in phases. In
the first phase Agrani in collaboration with DOER
has planned to run the pilot projects in two areas
under following two branches of ABL:
i. Pangsha branch: Habashpur Bazar of
Pangsha upazila under the district of
Rajbari.
ii. Shaistagonj Branch: Noapara Bazar of
Shaistagonj upazila under the district of
Habigonj.
Distribution of SEQAEP Stipend
To inspire the poor and meritorious students from
closs 6 to Class 10, Secondary Education Quality
and Access Enchantment Project (SEQAEP)
jointly financed by ministry of education,
Government of Peoples Republic of Bangladesh
and world Bank is being conducted since 1993.
Ministry of education, World Bank and SEQAEP
authority supervise this project. Besides
distributing stipend to the students, different kinds
of incentive awards and financing the development
of concerned schools are provided through
SEQAEP.
Through this project, the Directorate for Secondary
& Higher Secondary Education has been giving
away stipend to the students enlisted with
SEQAEP through 250 branches of Agrani Bank
Limited across the country since 1993. The main
objective of this project is to ensure that students
at Secondary level do not drop out of education. At
present, the number of students receiving the
benefit under this project is ten lac.
By receiving stipend money through bank, the
students are getting introduced and used to
banking system which brings momentum to the
school banking program of ABL. In this project
World Banks fund for, the stipend money is
deposited through Bangladesh Bank to the
SEQAEP account maintained with Principal
Branch of ABL. To distribute the money directly to
the beneficiaries, Principal Branch sends the
money through IBCA to the concerned branches
through respective Zonal offices. To extend the
project up to 2017 is under process through which
the number of schools & students and financing
amount will increase gradually.
<r| <|||< |<|| -< |# <r|
'-|<' (DOER) =< -<||| |< || -'|
||< |< <| =|<| <|<= |<|| <<<
:. || || -|<|< <||<, |- ||,
|-<|<||$
-. ||= || |||$| <||<, |-
||=, |--|<=
SEQAEP Gi Dcew weZiY
|| <||- <<|<< || | =<
|<<|<< << <| Secondary Education
Quality and Access Enhancement Project
(SEQAEP) | : - : | < <|< < <|<|
|||-< || ||- <<|< =<| <r :>>
- |<|| - || |, |<<|< =<
SEQAEP < =# <r< -|<|< << <|<
SEQAEP <r|< |< <| |$|< |-||-<<
|<| <|< +|| <|< -| <<| - =< |
< < <| <<| -
<r|< |< |<|< < || |<-< :>>
- -|<|< |<|- | <|<< -c| ||<
|< SEQAEP-=< ||<| |-||-<< <|
|<< << | =# <r< -| |<|<
<< |-||<| < ||<< <|< ||* << < |
$ <| =# <r< |<| | <|<||
|-||< | : |
<|<< |< <|< |<| -< < |- <
|||<| <||< <<|< |< |<| < -
<| | <|< || =< <||< <|<=<
<<| << =# <r< |<| |<<|<< <|
=< <||- <|<< |< <||| |-||-<
| <|<< <| || |<|| SEQAEP-=<
|-|< < | - <| || < |#|<|=-=<
|< | ||- |-< |+|< <|<|<
|-|< < << <| || - <||< |<<|||-<
< |<< <<| - -:- | < <r|< |-
<|+< |< |=|<| < <| |<< <|=
< < |-||-< | =< <|< |<| <|+
cve|
Online CIB Reporting
MIS Division of the Bank receives previous months
CIB information sent from related branches via
zonal offices online within the 10th day of the
month. MIS Division verifies the accuracy of the
information and after consolidating the information
sends to Bangladesh Bank online within the 20th
day of the month. Corporate branches directly
send CIB information and inquiry forms to MIS
Division in Head office. The number of CIB
information received by ABL from Bangladesh
Bank server and sent to related branches from
January 2012 to December 2012 is 33,457.
Newsletter
Quarterly periodical of this Bank Newsletter
published in website that reveals the internal news
of the bank along with burning issues of the
financial world.
Annual Book regarding the activities of banks
and financial institutions
This statement is prepared on the basis of brief
account of total activities of the Bank which is sent
to Bangladesh Bank. Bangladesh Bank then sends
it to the Bank and Financial Institution/Division,
Ministry of finance of The Peoples Republic of
Bangladesh. Ministry then publishes the above
mentioned statement in a pamphlet named
Activities of Bank & Financial Institutions.
Audit & Inspection during 2012
There are four types of audit in Agrani Bank
Limited which are as follows:
i) External Audit
ii) Government Commercial Audit
iii) Bangladesh Bank Inspection
iv) Internal Audit & Inspection
AbjvBb wmAvBwe wicvwUs
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banking will be:
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b) Cash Withdrawal.
Abroad.
f) Salary Payment.
i) Balance Enquiry.
following:
customers and bank
minimum cost
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The project would be implemented in phases. In
the first phase Agrani in collaboration with DOER
has planned to run the pilot projects in two areas
under following two branches of ABL:
i. Pangsha branch: Habashpur Bazar of
Pangsha upazila under the district of
Rajbari.
ii. Shaistagonj Branch: Noapara Bazar of
Shaistagonj upazila under the district of
Habigonj.
Distribution of SEQAEP Stipend
To inspire the poor and meritorious students from
closs 6 to Class 10, Secondary Education Quality
and Access Enchantment Project (SEQAEP)
jointly financed by ministry of education,
Government of Peoples Republic of Bangladesh
and world Bank is being conducted since 1993.
Ministry of education, World Bank and SEQAEP
authority supervise this project. Besides
distributing stipend to the students, different kinds
of incentive awards and financing the development
of concerned schools are provided through
SEQAEP.
Through this project, the Directorate for Secondary
& Higher Secondary Education has been giving
away stipend to the students enlisted with
SEQAEP through 250 branches of Agrani Bank
Limited across the country since 1993. The main
objective of this project is to ensure that students
at Secondary level do not drop out of education. At
present, the number of students receiving the
benefit under this project is ten lac.
By receiving stipend money through bank, the
students are getting introduced and used to
banking system which brings momentum to the
school banking program of ABL. In this project
World Banks fund for, the stipend money is
deposited through Bangladesh Bank to the
SEQAEP account maintained with Principal
Branch of ABL. To distribute the money directly to
the beneficiaries, Principal Branch sends the
money through IBCA to the concerned branches
through respective Zonal offices. To extend the
project up to 2017 is under process through which
the number of schools & students and financing
amount will increase gradually.
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Online CIB Reporting
MIS Division of the Bank receives previous months
CIB information sent from related branches via
zonal offices online within the 10th day of the
month. MIS Division verifies the accuracy of the
information and after consolidating the information
sends to Bangladesh Bank online within the 20th
day of the month. Corporate branches directly
send CIB information and inquiry forms to MIS
Division in Head office. The number of CIB
information received by ABL from Bangladesh
Bank server and sent to related branches from
January 2012 to December 2012 is 33,457.
Newsletter
Quarterly periodical of this Bank Newsletter
published in website that reveals the internal news
of the bank along with burning issues of the
financial world.
Annual Book regarding the activities of banks
and financial institutions
This statement is prepared on the basis of brief
account of total activities of the Bank which is sent
to Bangladesh Bank. Bangladesh Bank then sends
it to the Bank and Financial Institution/Division,
Ministry of finance of The Peoples Republic of
Bangladesh. Ministry then publishes the above
mentioned statement in a pamphlet named
Activities of Bank & Financial Institutions.
Audit & Inspection during 2012
There are four types of audit in Agrani Bank
Limited which are as follows:
i) External Audit
ii) Government Commercial Audit
iii) Bangladesh Bank Inspection
iv) Internal Audit & Inspection
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To instruct, monitor and modify audit activities; the
Board Audit Committee has been re-arranged
consisting of 5 Directors as Committee Member.
The Board Audit Committee reviews the internal
and external audit reports and ensures that the
management takes effective measures in case any
deficiency or lapses is found in the internal control
system.
The Bank has been coducting 'Risk Based Internal
Audit' (RBIA) through analyzing Core Risk factors
in the daily activities of the Bank to assess the
business risk as well as control risk associated
with the branches. In setting out a strong internal
control framework within the organization, the
Bank has already brought out its Internal Control
Manual. It focuses on monitoring the functions of
various departments/divisions of Head Office and
branches of the Bank periodically on regular basis.
In 2012 Audit & Inspection Division conducted
comprehensive audit in 510 branches, 27
Corporate Branches, 13 Authorized Dealer
Branches, 15 Zonal Offices and 3 Divisions/
Departments at Head Office of the Bank. In the
same year the internal audit team carried out 12
spot audits and special audits in different branches
on different issues. Total number of audits were
580 during the year 2012.
Each year the Audit & Inspection Division sets out
an audit plan (internal) for the year which is
approved by the Board Audit Committee. Annual
Audit plan for the year 2013 approved by the Board
is as under:
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Business Risk Management
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 six areas, according to the instruction
of central bank. These are: Credit Risk, Forex
Management Risk, Asset Liability Management
(ALM) Risk, Internal Control and Compliance (ICC)
Risk, Money Laundering (ML) Risk and IT Security
Risk. The Bank recognises the risks and takes
action to manage various risks posed by the
ever-changing business environment.
The Bank has established risk management policy
which is intended to balance risk against returns
and will comprise of six broad processes as
follows:
a) 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 individuals precise responsibilities
within the area he performs. The Credit Risk
Grading System (CRG) has been 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.
b) 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.
c) Asset Liability Management Risk
The Banks Asset Liability Committee (ALCOM)
continued to sit at its meeting regularly to review
both the opportunities and threats to its liquidity
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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) Internal Control and Compliance Risk
Internal Control and Compliance plays a vital role
in a financial institution. It is a review process of
operations & records of an organization. Well
devised internal control ensures that the aims and
objectives of the Bank are being met and the bank
achieves long term profitability. In the light of the
guidelines of the central bank and based on
learning from the past, ABL follows risk
management guidelines to identify, evaluate and
control risks arising from banking activities.
Accordingly, ABL has already taken effective
measures for control and compliance and for
updating existing Internal Control and Compliance
Risk Manual to strengthen Internal Control and
Comliance Division of ABL. The Bank has already
started a special program to perform risk based
audit in all of its AD & Corporate branches. Under
this program, a good number of branches has
been audited.
Internal control is an integral part of an
organizations business policies. It helps to reduce
waste, complexity and inefficiency. It ensures
accuracy and reliability in accounting to secure
compliance with the policies of the organization
and to evaluate the level of performance in all the
organizational units.
ICC Division ensures its internal control process
through review of Departmental Control Functions
Check List (DCFCL), Loan Documentation Check
List (LDCL) and Quality Operations Report (QOR)
of the branches and other mechanisms. Internal
Control and Compliance Division continuously
tests the internal control mechanisms of the whole
banking operation and reviews the results of all
kinds of internal, external, commercial and the
central banks audits, including the management's
responses to their findings.
e) Money Laundering Risk
The Bank continues its anti-money laundering
stance with an emphasis to bring all the branches
under exhaustive training programs inside and
outside the Bank. In 2010, total 209 Officers and
Staff were trained on prevention of Money
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Laundering through Agrani Bank Training Institute
(ABTI). The Bank maintains the records of Know
Your Customer (KYC) and Transaction Profile
(TP), Cash Transaction Report (CTR) and
Suspicious Transaction Report (STR), if any, and
branch wise list of Anti Money Laundering
Compliance Officers (BAMLCO) are sent to
Bangladesh Bank.
f) ICT Security Risk
For the increased use of ICT it became necessary
to be more careful to address the risks associated
with ICT security. The bank has formulated
well-defined ICT Policy in line with the international
best practices and prudential guidelines of
Bangladesh Bank on ICT security. It has an
implementation manual for users at all levels in
conformity with the ICT policy. An ICT Audit
Manual has been prepared and is in use for
auditing ICT activities of the Bank to assure that
the policy and the procedures are strictly followed.
Credit Rating
In 2011, 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 Peoples 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 Bank's entity rating (as stand alone
commercial bank) has been improving over the
years, as will be evident from below:
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Implementation of Basel II
The Bank has been implementing BASEL-II
Accord since 2010, 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 (BCBS)
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 newly formed Core Risk
Management and Basel II Implementation Division
is responsible for overall supervision of Basel II
implementation of the Bank. The Bank so far
provided training to the Executives and Officers of
the Bank on Basel-II with the assistance of
Bangladesh Bank, BIBM and Banks own experts.
Corporate Governance
The Bank is always committed to adopting highest
corporate governance standards for attaining its
operational goals. The collective role of the Board
of Directors, Managing Director and CEO and the
Committees is to 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.
CSR Activities
towards social development through its Corporate
Social Responsibility (CSR) program. ABLs ethical
standard is not only meant for maximising profit,
rather its vision is to build up a society where
human dignity and rights receive the highest
consideration and evaluation. Banks motto is also
to improve the society and its culture by means of
CSR. Its activities are related to the needs of our
valued customers, partners, shareholders and
communities.
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Category-wise Corporate Social Responsibility
(CSR) activities in 2012 are as follows:
Human Resources Management
and Development
Human resources is the real capital of our Bank.
We consider the human recource as a tool for our
development. We always give due recognition to
the contribution made by the officers and staff
members. Following corporatization, the Banks
key strategy is to set a new standard towards the
full range of exploration and development of our
human resources. We are attaching much
importance to quality, skill, creativity and
professionalism. Due consideration is given to
dutifulness, merit, seniority and management skill
at the time of promotion.
a) Organogram
Corporatization has necesseciated the Bank to
restructure its existing organogram. As such,
necessary steps have been taken to redefine the
portfolios and functional jurisdictions of GMs,
DGMs and Heads of Zones.
b) HR Planning:
Recruitment, Promotion and Departure
Human Resource is the most valuable asset of an
organization. ABL is more conscious about the
best utilization of its human resources. The
success of any organization depends on the
proper posting of right man in right jobs, efficient
and effective management of the human
resources. HR Planning Division is doing some
work in the name of human resource
management. The basic work of HR Planning
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Division is to formulate human resource
management policy, to maintain the personal file of
every employee, maintain the performance
appraisal, make the PRL list and inform the
concerned employee in due time, sanction
increment, encashment of leave, settlement of
retirement benefit, leave sanction inside and
outside of Bangladesh, permit higher studies,
update the human resource management
information system and to verify the freedom
fighter's certificates from the related ministry,
income tax related activities and etc.
HR information system
There are 13,890 employees in Agrani Bank
Limited. If the management desires to check the
information at a glace of an employee, they can get
it easily. HR information is becoming updated
every day through HR Division.
HR Action plan for 2013
To fill up the vacant post through promotion and
direct recruitment, by which bank can maintain
its productivity & service standard.
To ensure the essential manpower at lower
level & mid level for running the banking
activities smoothly.
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To ensure the right man in right place in right
time which would help to achieve goals.
To settle quickly the unsettled cases of
retirement benefit.
A four years term manpower planning and
organogram (2012-15) has been approved by
the Board of Directors as on 28.11.2012. Many
posts have been increased in every grades to
create opportunities for promotion &
recruitment. Management has planned to
depute AGM as branch head in every 'A' grade
& district headquarter branches.
c) Training and Development
Training is a proven instrument for human
resources development. It presents a prime
opportunity to enhance the knowledge base of all
employees. A structured training and development
program ensures that employees have a
consistent experience and background
knowledge. With this point of view, Agrani Bank
Training Institute (ABTI) was established in 1976
and since then ABTI is entrusted with the
responsibility of designing course curriculum,
reading materials, and course contents for
conducting training for the purpose of enhancing
professionalism and administrative efficiency of
the executives and officers of the bank.
Since its inception in 1976 till 2012, ABTI has
covered a total number of 65,596
executives/officers/staff under different banners of
training through 2015 courses/ workshops. ABL
has covered 5,148 participants by conducting 143
courses/workshops in 2012 alone.
From the year 2009 to 2012 a huge number of
probationary officers is included in manpower of
ABL. To equip all of those with the banking
activities, ABTI undertook comprehensive program
both at Dhaka and outside Dhaka. In 2012,
Foundation Courses conducted by ABTI are as
under:
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Apart from the above, ABTI has organized different
courses for enhancing knowledge & skills of
existing officers and of those who have completed
the banking foundation course. They are as
follows:
Risk management is the key focus for banks.
Keeping it in mind, in 2012, ABTI has conducted
workshops named & styled as Risk Based Capital
Management in Banks, which has been designed
for 64 executives. Besides the following
workshops related to risk management were
conducted:
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Moreover, ABTI has organized the following
workshops related to Online Banking & Information
Technology:
In 2012, a good number of Executives & Officers
have participated the various training /workshops
conducted by other Training Institutes in
Bangladesh and abroad. Below is presented a list
of those Trainings/Workshops:
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For the year 2013, a comprehensive need based
training course curriculum has been designed by
ABTI and the same has duly been approved by
Board of Directors, in which 7,265 participants will
be included in 172 courses/workshops. In the
training program of 2013, emphasis has been
given on training up the newly recruited officers by
conducting banking foundation course. In this
regard, ABTI along with 7(seven) Outreach
Centers will conduct banking foundation courses
throughout the year.
Agrani Bank Training Institute has been working
hard for developing human resources full of
potentiality, creativity, skill, integrity and
motivation.
d) Budget for Training
In the year 2012, the Bank allocated a total of Tk.
2.98 crore for the training of the targeted
employees.
Contribution to the National Exchequer
The Bank pays income taxes regularly on its
income. It 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. ABL pays tax on
behalf of its employees. Total payments to the
national exchequer during 2012 and 2011 are
shown below:
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Contribution to the National Economy
The Bank plays an important role in the
development of rural economy. It has got 889
branches across the country. The Bank operates
many 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. It also plays an important role in
reducing unemployment problem by way of
participating in different employment generation
activities. At the end of 2012, the total number of
employees stood at 13,890 of which 9,917 were
officers and 3,973 were staff members. Since its
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
now 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 2013
In spite of tremendous competitions and
challenges, the Bank has made progress in almost
all spheres of business. To meet the challenges
and to stay competitive, it has upgraded the skills
of its workforce and to introduce automation where
possible, in its operation. It will continue to focus
on achieving steady growth, by upgrading the
quality of assets, augmenting interest and
rendering quality service and operation.
The bank will constantly persuit the policies of
recruitment of skilled manpower, good corporate
governance practices, and sound risk
management. We will make every effort to earn
high operating profit, maintain minimum capital
adequacy, bring 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 utmost contribution to
the society in which we operate.
Preparation of Financial Statements
The financial statements, prepared by the Bank in
accordance with the Bangladesh Accounting
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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 affairs as at December
31, 2012. The results of its operations and its cash
flows for the year ended December 31, 2012
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.
Dividend Declaration
Considering the Capital Adequacy Requirement
(CAR), the Board of Directors did not recommend
any cash dividend for the year 2012.
Sixth Annual General Meeting of the Bank will be
held on October 6, 2013 in Dhaka.
Appointment of Auditors
ACNABIN Chartered Accountants and
HOWLADER YUNUS & Co., Chartered
Accountants have served as the external Auditors
of the Bank for the consecutive three years ending
31 December 2012. As per Bangladesh Banks
guidelines they are not eligible for re-appointment.
Accordingly, appointment of external auditors is
under process. Two new audit firms from among
the A category audit firms enlisted by Bangladesh
Bank will be appointed in the upcoming AGM for
the next accounting year.
Acknowledgements
The success of the Bank during the year under
review is mainly attributable to the support and
cooperation from the varied group of stakeholders.
We gratefully acknowledge the support provided
by all valued customers who have been with us in
the course of our journey. We also place on record
our thanks and gratitude to the patrons,
well-wishers, Government of Bangladesh,
Bangladesh Bank and Registrar of Joint Stock
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Companies and Firms for their continued support
and co-operation . We are also thankful to
ACNABIN Chartered Accountants and Howladar
Yunus & 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 came up with their total
commitment in implementing the agenda for
improvement in the spheres of banking operations.
The Board takes this opportunity to thank them all.
Finally, the Board would like to thank the respected
shareholders and assure 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
Chairman
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Annual Audit Plan for Branches/Offices in 2013 Number
Corporate branches 27
Authorized dealer (AD) branches 13
District head quarter branches 49
Branches audited in 2011 310
10% random basis branch of 2012 55
Divisions of head office 13
Circle office 6
Zonal office 30
Issue based audit 15
Corporate branches, twice in a year 6
Divisions of head office, once in a year 6
Total 530
118
system.
is as under:
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-| <<
|<|| < |<- |<| -:- <|<< c:|
||, --| <|< ||, :| <|<|# ||< ||,
:c| || | =< <| <|<|< | ||
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<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
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follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
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- | <|< || = <||< | << ||
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|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
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=| |< | | (||<|) | <<| -
=| ||<-<< '||<|' =< << |
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<|<| =<| =| <|| <|<< < =# <||
|< |< << |< ||< << <$ <$ <|
||< |< - | |-| |<< <<| |
-
- =< |<- |<-| |<| -|<< <|< <-|<
<|| |< - -|< <<|| |<| <-|<
-| <<||< <| << <| -|< |< |<| -|
<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
||<| <| =< |< |<|| <||| <<| -
< <<< |-<-< <|< <| |< <| <<

<| | < |<| =<| ||<< ||
< |<| | << <|< =| - ||< |<
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|<< =| ||< < <<| ,
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|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
<|-t|<||< | << =< < <|
<-||< t | <<
O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
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- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
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< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
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<|<|< -|| ||| < <||- <|<,
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=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
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||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
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|<| <| ||| , -|, || =<
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K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
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||< |, |<- <<|| =| |<|
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|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
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=|-< ||< <| = ||< |< <-|
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< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
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|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
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| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
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|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
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|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
|| |<<r| - <<| -< |<|
|| , < <, ||<||
<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
=| :>>: =< | | |<<| < |#||< |-|<
<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
|< <| - | -|< ||< <<| -|
evwlK mvaviY mfv
<|<< : <||<< |<|< | : |<< -: ||<
|<| | -<
wbixKì wbqvM
=<||<, || =<|| =< -|<|-|< # =|
<|, || =<||, | << <|< =<||$
<|<< <|-t|<|<< <| << <||- <|<<
|||< |<| |< t||<| <<|<||
<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
-'| | |< <<| <<< |<|<
|-< || <<| -<
KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
||<< | |<<- |-< | < |<<- <|<<
|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
<<|- | << <|<< | |<<
Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
<<|< =<| <|<|< |<|<< <|<<
< |<|-|- <<< <<| < <|<|< |<||
|<<- <<|- | <<
|<<, |<|| |<<- || |<-||<<
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|| |< |<|| |<<- |-<< |
<< <, <|<< <|<= ||| << < <
|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
-<|< < -<, |=#|
|<|
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
<| < <|-t |<|| |<- <||| <<t
#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
|' (|<|<|#=) |<|| - || =<|
||| <| | <||| < <|<
=<| #|<| <| || |< << <| <|=
< |||< <| <|<|< |<| |<| =< <|<<
||-< <|<= ||< <<|< |-< |-|
-| <<
|<|| < |<- |<| -:- <|<< c:|
||, --| <|< ||, :| <|<|# ||< ||,
:c| || | =< <| <|<|< | ||
| |<|| <|<= |<|| << =<# <<
<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
|#|| |<|| |< |<<| <<||< |<<
<<| << |<| <<< < < |<< | -
- | <|< || = <||< | << ||
<|<<<| - <<
|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
- <| =< <|< < |< -|| ||-
<|< < <<|< |+| ||<
=| |< | | (||<|) | <<| -
=| ||<-<< '||<|' =< << |
-<| - = | <| <|<|< ||<
<<|<|< - << <| |< ||
<< <||-|<|| << |<| ||- <<|< <|
<|<| =<| =| <|| <|<< < =# <||
|< |< << |< ||< << <$ <$ <|
||< |< - | |-| |<< <<| |
-
- =< |<- |<-| |<| -|<< <|< <-|<
<|| |< - -|< <<|| |<| <-|<
-| <<||< <| << <| -|< |< |<| -|
<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
||<| <| =< |< |<|| <||| <<| -
< <<< |-<-< <|< <| |< <| <<

<| | < |<| =<| ||<< ||
< |<| | << <|< =| - ||< |<
=< <|< =<| -|<< +| | <|
| <|<< < + =< -||-| ||
||+ << <||- <|<< |-| ||<< =<
<|<< | ||< ||< <|<< |<|<<
<<|< |$ |<| |< ||-<<, | <
|< |< <<|| |#|# < <<|
- #|< <|<< <|<|<|< < <-||<<
<| | < |<| |<|< ||| <<<
|| - - <<| - =< =#
|<|< || -|||- <<| - <|<< <
=| < <|< || - |< <# |<|| |-<
<|<= - <<| - =< #|< = <|<=<
|<| < |< <|< < =| ||< | <<|
-
#|<| <| =<| ||< <<||< ||||<
|<< =| ||< < <<| ,
| < -| |<|< -|< |<| | <<
=|$| =| < |< |<| < -<|| |,
|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
<|-t|<||< | << =< < <|
<-||< t | <<
O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
- |<< - $ |<|| |< |<
<||- <|< << ||<< || |#|#
=< |||<|< |#|| ||< ||<
| <|< || <|<<< =<| || <<
| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
<| <|| <||< |<| =<| <|||
|- <|< |< < |< <<| <| =< |
< | =< | <|-- | |<|
|| |||< <||< ||< ||<< <|<< |<|
|<|< <<| < <|<|-< <|-|< | -|
- -:: || <|< |< | =
<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
<|< | <|< =<| <||| |-< <||<
-<|< < <|<< < - |<- < <
|<| <| ||| , -|, || =<
|-||<< << <|< |<<< < |-
<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
|| |<<r| - <<| -< |<|
|| , < <, ||<||
<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
=| :>>: =< | | |<<| < |#||< |-|<
<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
|< <| - | -|< ||< <<| -|
evwlK mvaviY mfv
<|<< : <||<< |<|< | : |<< -: ||<
|<| | -<
wbixKì wbqvM
=<||<, || =<|| =< -|<|-|< # =|
<|, || =<||, | << <|< =<||$
<|<< <|-t|<|<< <| << <||- <|<<
|||< |<| |< t||<| <<|<||
<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
-'| | |< <<| <<< |<|<
|-< || <<| -<
KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
||<< | |<<- |-< | < |<<- <|<<
|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
<<|- | << <|<< | |<<
Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
<<|< =<| <|<|< |<|<< <|<<
< |<|-|- <<< <<| < <|<|< |<||
|<<- <<|- | <<
|<<, |<|| |<<- || |<-||<<
|<<|< <<|- | << <|<< < |<| <
|| |< |<|| |<<- |-<< |
<< <, <|<< <|<= ||| << < <
|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
-<|< < -<, |=#|
|<|
120
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
<| < <|-t |<|| |<- <||| <<t
#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
|' (|<|<|#=) |<|| - || =<|
||| <| | <||| < <|<
=<| #|<| <| || |< << <| <|=
< |||< <| <|<|< |<| |<| =< <|<<
||-< <|<= ||< <<|< |-< |-|
-| <<
|<|| < |<- |<| -:- <|<< c:|
||, --| <|< ||, :| <|<|# ||< ||,
:c| || | =< <| <|<|< | ||
| |<|| <|<= |<|| << =<# <<
<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
|#|| |<|| |< |<<| <<||< |<<
<<| << |<| <<< < < |<< | -
- | <|< || = <||< | << ||
<|<<<| - <<
|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
- <| =< <|< < |< -|| ||-
<|< < <<|< |+| ||<
=| |< | | (||<|) | <<| -
=| ||<-<< '||<|' =< << |
-<| - = | <| <|<|< ||<
<<|<|< - << <| |< ||
<< <||-|<|| << |<| ||- <<|< <|
<|<| =<| =| <|| <|<< < =# <||
|< |< << |< ||< << <$ <$ <|
||< |< - | |-| |<< <<| |
-
- =< |<- |<-| |<| -|<< <|< <-|<
<|| |< - -|< <<|| |<| <-|<
-| <<||< <| << <| -|< |< |<| -|
<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
||<| <| =< |< |<|| <||| <<| -
< <<< |-<-< <|< <| |< <| <<

<| | < |<| =<| ||<< ||
< |<| | << <|< =| - ||< |<
=< <|< =<| -|<< +| | <|
| <|<< < + =< -||-| ||
||+ << <||- <|<< |-| ||<< =<
<|<< | ||< ||< <|<< |<|<<
<<|< |$ |<| |< ||-<<, | <
|< |< <<|| |#|# < <<|
- #|< <|<< <|<|<|< < <-||<<
<| | < |<| |<|< ||| <<<
|| - - <<| - =< =#
|<|< || -|||- <<| - <|<< <
=| < <|< || - |< <# |<|| |-<
<|<= - <<| - =< #|< = <|<=<
|<| < |< <|< < =| ||< | <<|
-
#|<| <| =<| ||< <<||< ||||<
|<< =| ||< < <<| ,
| < -| |<|< -|< |<| | <<
=|$| =| < |< |<| < -<|| |,
|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
<|-t|<||< | << =< < <|
<-||< t | <<
O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
- |<< - $ |<|| |< |<
<||- <|< << ||<< || |#|#
=< |||<|< |#|| ||< ||<
| <|< || <|<<< =<| || <<
| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
<| <|| <||< |<| =<| <|||
|- <|< |< < |< <<| <| =< |
< | =< | <|-- | |<|
|| |||< <||< ||< ||<< <|<< |<|
|<|< <<| < <|<|-< <|-|< | -|
- -:: || <|< |< | =
<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
<|< | <|< =<| <||| |-< <||<
-<|< < <|<< < - |<- < <
|<| <| ||| , -|, || =<
|-||<< << <|< |<<< < |-
<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
|| |<<r| - <<| -< |<|
|| , < <, ||<||
<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
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Acknowledgements
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<<||< <|<=< | =< - <|-
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<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
|< <| - | -|< ||< <<| -|
evwlK mvaviY mfv
<|<< : <||<< |<|< | : |<< -: ||<
|<| | -<
wbixKì wbqvM
=<||<, || =<|| =< -|<|-|< # =|
<|, || =<||, | << <|< =<||$
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<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
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KZZv ^xKvi
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<|< <-||<-< <-| |$| < -| |
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|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
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Chairman
< < -<||| -|< |<||
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=|<|| =< -|<|-|< # = <|, ||
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|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
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system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
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<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
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<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
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|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
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follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
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< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
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|< < <|<< |< <<|| ||||
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K) FY SzwuK
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+ <|<< , | =< <|< | | <<|
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-
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<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
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<| | < |<| =<| ||<< ||
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(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
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|< ||< <||< <<|< |< || <<
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O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
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-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
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wWU iwUs
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<| #< =| || ||< (CRISL)
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|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
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+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
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=< ||<-< = |<< | -| -
KcviU Mfbv
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# |< <| |||| |<|
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wmGmAvi Kvhg
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|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
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|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
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<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
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<|<|<||-<|< <|< || <<|< = |<<|
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<< -< ||<| << <<| |
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<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
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<|< | < <|< <|<|<||-<| <| <|<
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< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
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M) cwkY I Dbqb
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<|<= |<< ||<$|< <<< =|<||#
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follows:
conducted:
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<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
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-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
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-
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< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
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<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
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|<| <| -:- |< < <|<< |<-
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-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
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<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
=| :>>: =< | | |<<| < |#||< |-|<
<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
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evwlK mvaviY mfv
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|<| | -<
wbixKì wbqvM
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<|, || =<||, | << <|< =<||$
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<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
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KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
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|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
<<|- | << <|<< | |<<
Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
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122
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
<| < <|-t |<|| |<- <||| <<t
#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
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:c| || | =< <| <|<|< | ||
| |<|| <|<= |<|| << =<# <<
<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
|#|| |<|| |< |<<| <<||< |<<
<<| << |<| <<< < < |<< | -
- | <|< || = <||< | << ||
<|<<<| - <<
|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
- <| =< <|< < |< -|| ||-
<|< < <<|< |+| ||<
=| |< | | (||<|) | <<| -
=| ||<-<< '||<|' =< << |
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<<|<|< - << <| |< ||
<< <||-|<|| << |<| ||- <<|< <|
<|<| =<| =| <|| <|<< < =# <||
|< |< << |< ||< << <$ <$ <|
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-
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<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
||<| <| =< |< |<|| <||| <<| -
< <<< |-<-< <|< <| |< <| <<

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< |<| | << <|< =| - ||< |<
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| <|<< < + =< -||-| ||
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=| < <|< || - |< <# |<|| |-<
<|<= - <<| - =< #|< = <|<=<
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-
#|<| <| =<| ||< <<||< ||||<
|<< =| ||< < <<| ,
| < -| |<|< -|< |<| | <<
=|$| =| < |< |<| < -<|| |,
|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
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O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
- |<< - $ |<|| |< |<
<||- <|< << ||<< || |#|#
=< |||<|< |#|| ||< ||<
| <|< || <|<<< =<| || <<
| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
<| <|| <||< |<| =<| <|||
|- <|< |< < |< <<| <| =< |
< | =< | <|-- | |<|
|| |||< <||< ||< ||<< <|<< |<|
|<|< <<| < <|<|-< <|-|< | -|
- -:: || <|< |< | =
<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
<|< | <|< =<| <||| |-< <||<
-<|< < <|<< < - |<- < <
|<| <| ||| , -|, || =<
|-||<< << <|< |<<< < |-
<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
|| |<<r| - <<| -< |<|
|| , < <, ||<||
<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
=| :>>: =< | | |<<| < |#||< |-|<
<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
|< <| - | -|< ||< <<| -|
evwlK mvaviY mfv
<|<< : <||<< |<|< | : |<< -: ||<
|<| | -<
wbixKì wbqvM
=<||<, || =<|| =< -|<|-|< # =|
<|, || =<||, | << <|< =<||$
<|<< <|-t|<|<< <| << <||- <|<<
|||< |<| |< t||<| <<|<||
<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
-'| | |< <<| <<< |<|<
|-< || <<| -<
KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
||<< | |<<- |-< | < |<<- <|<<
|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
<<|- | << <|<< | |<<
Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
<<|< =<| <|<|< |<|<< <|<<
< |<|-|- <<< <<| < <|<|< |<||
|<<- <<|- | <<
|<<, |<|| |<<- || |<-||<<
|<<|< <<|- | << <|<< < |<| <
|| |< |<|| |<<- |-<< |
<< <, <|<< <|<= ||| << < <
|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
-<|< < -<, |=#|
|<|
01 Education 68 281.18
02 Health Care 127 85.32
03 Disaster Relief 12,191 14.19
04 Environment 02 7.00
05 Sports 08 21.15
06 Arts & Culture 09 48.45
07 Others 64 75.69
Total 12,469 532.98
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
<| < <|-t |<|| |<- <||| <<t
#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
|' (|<|<|#=) |<|| - || =<|
||| <| | <||| < <|<
=<| #|<| <| || |< << <| <|=
< |||< <| <|<|< |<| |<| =< <|<<
||-< <|<= ||< <<|< |-< |-|
-| <<
|<|| < |<- |<| -:- <|<< c:|
||, --| <|< ||, :| <|<|# ||< ||,
:c| || | =< <| <|<|< | ||
| |<|| <|<= |<|| << =<# <<
<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
|#|| |<|| |< |<<| <<||< |<<
<<| << |<| <<< < < |<< | -
- | <|< || = <||< | << ||
<|<<<| - <<
|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
- <| =< <|< < |< -|| ||-
<|< < <<|< |+| ||<
=| |< | | (||<|) | <<| -
=| ||<-<< '||<|' =< << |
-<| - = | <| <|<|< ||<
<<|<|< - << <| |< ||
<< <||-|<|| << |<| ||- <<|< <|
<|<| =<| =| <|| <|<< < =# <||
|< |< << |< ||< << <$ <$ <|
||< |< - | |-| |<< <<| |
-
- =< |<- |<-| |<| -|<< <|< <-|<
<|| |< - -|< <<|| |<| <-|<
-| <<||< <| << <| -|< |< |<| -|
<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
||<| <| =< |< |<|| <||| <<| -
< <<< |-<-< <|< <| |< <| <<

<| | < |<| =<| ||<< ||
< |<| | << <|< =| - ||< |<
=< <|< =<| -|<< +| | <|
| <|<< < + =< -||-| ||
||+ << <||- <|<< |-| ||<< =<
<|<< | ||< ||< <|<< |<|<<
<<|< |$ |<| |< ||-<<, | <
|< |< <<|| |#|# < <<|
- #|< <|<< <|<|<|< < <-||<<
<| | < |<| |<|< ||| <<<
|| - - <<| - =< =#
|<|< || -|||- <<| - <|<< <
=| < <|< || - |< <# |<|| |-<
<|<= - <<| - =< #|< = <|<=<
|<| < |< <|< < =| ||< | <<|
-
#|<| <| =<| ||< <<||< ||||<
|<< =| ||< < <<| ,
| < -| |<|< -|< |<| | <<
=|$| =| < |< |<| < -<|| |,
|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
<|-t|<||< | << =< < <|
<-||< t | <<
O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
- |<< - $ |<|| |< |<
<||- <|< << ||<< || |#|#
=< |||<|< |#|| ||< ||<
| <|< || <|<<< =<| || <<
| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
<| <|| <||< |<| =<| <|||
|- <|< |< < |< <<| <| =< |
< | =< | <|-- | |<|
|| |||< <||< ||< ||<< <|<< |<|
|<|< <<| < <|<|-< <|-|< | -|
- -:: || <|< |< | =
<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
<|< | <|< =<| <||| |-< <||<
-<|< < <|<< < - |<- < <
|<| <| ||| , -|, || =<
|-||<< << <|< |<<< < |-
<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
|| |<<r| - <<| -< |<|
|| , < <, ||<||
<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
=| :>>: =< | | |<<| < |#||< |-|<
<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
|< <| - | -|< ||< <<| -|
evwlK mvaviY mfv
<|<< : <||<< |<|< | : |<< -: ||<
|<| | -<
wbixKì wbqvM
=<||<, || =<|| =< -|<|-|< # =|
<|, || =<||, | << <|< =<||$
<|<< <|-t|<|<< <| << <||- <|<<
|||< |<| |< t||<| <<|<||
<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
-'| | |< <<| <<< |<|<
|-< || <<| -<
KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
||<< | |<<- |-< | < |<<- <|<<
|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
<<|- | << <|<< | |<<
Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
<<|< =<| <|<|< |<|<< <|<<
< |<|-|- <<< <<| < <|<|< |<||
|<<- <<|- | <<
|<<, |<|| |<<- || |<-||<<
|<<|< <<|- | << <|<< < |<| <
|| |< |<|| |<<- |-<< |
<< <, <|<< <|<= ||| << < <
|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
-<|< < -<, |=#|
|<|
Chairman of ABL Dr. Khondoker Bazlul Hoque inaugurating a Foundation Course for Probationary Officers at
Agrani Bank Training Institute in Dhaka
124
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
<| < <|-t |<|| |<- <||| <<t
#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
|' (|<|<|#=) |<|| - || =<|
||| <| | <||| < <|<
=<| #|<| <| || |< << <| <|=
< |||< <| <|<|< |<| |<| =< <|<<
||-< <|<= ||< <<|< |-< |-|
-| <<
|<|| < |<- |<| -:- <|<< c:|
||, --| <|< ||, :| <|<|# ||< ||,
:c| || | =< <| <|<|< | ||
| |<|| <|<= |<|| << =<# <<
<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
|#|| |<|| |< |<<| <<||< |<<
<<| << |<| <<< < < |<< | -
- | <|< || = <||< | << ||
<|<<<| - <<
|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
- <| =< <|< < |< -|| ||-
<|< < <<|< |+| ||<
=| |< | | (||<|) | <<| -
=| ||<-<< '||<|' =< << |
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<<|<|< - << <| |< ||
<< <||-|<|| << |<| ||- <<|< <|
<|<| =<| =| <|| <|<< < =# <||
|< |< << |< ||< << <$ <$ <|
||< |< - | |-| |<< <<| |
-
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<|| |< - -|< <<|| |<| <-|<
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<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
||<| <| =< |< |<|| <||| <<| -
< <<< |-<-< <|< <| |< <| <<

<| | < |<| =<| ||<< ||
< |<| | << <|< =| - ||< |<
=< <|< =<| -|<< +| | <|
| <|<< < + =< -||-| ||
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<|<< | ||< ||< <|<< |<|<<
<<|< |$ |<| |< ||-<<, | <
|< |< <<|| |#|# < <<|
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<| | < |<| |<|< ||| <<<
|| - - <<| - =< =#
|<|< || -|||- <<| - <|<< <
=| < <|< || - |< <# |<|| |-<
<|<= - <<| - =< #|< = <|<=<
|<| < |< <|< < =| ||< | <<|
-
#|<| <| =<| ||< <<||< ||||<
|<< =| ||< < <<| ,
| < -| |<|< -|< |<| | <<
=|$| =| < |< |<| < -<|| |,
|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
<|-t|<||< | << =< < <|
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O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
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<||- <|< << ||<< || |#|#
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| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
<| <|| <||< |<| =<| <|||
|- <|< |< < |< <<| <| =< |
< | =< | <|-- | |<|
|| |||< <||< ||< ||<< <|<< |<|
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- -:: || <|< |< | =
<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
<|< | <|< =<| <||| |-< <||<
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|<| <| ||| , -|, || =<
|-||<< << <|< |<<< < |-
<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
|| |<<r| - <<| -< |<|
|| , < <, ||<||
<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
=| :>>: =< | | |<<| < |#||< |-|<
<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
|< <| - | -|< ||< <<| -|
evwlK mvaviY mfv
<|<< : <||<< |<|< | : |<< -: ||<
|<| | -<
wbixKì wbqvM
=<||<, || =<|| =< -|<|-|< # =|
<|, || =<||, | << <|< =<||$
<|<< <|-t|<|<< <| << <||- <|<<
|||< |<| |< t||<| <<|<||
<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
-'| | |< <<| <<< |<|<
|-< || <<| -<
KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
||<< | |<<- |-< | < |<<- <|<<
|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
<<|- | << <|<< | |<<
Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
<<|< =<| <|<|< |<|<< <|<<
< |<|-|- <<< <<| < <|<|< |<||
|<<- <<|- | <<
|<<, |<|| |<<- || |<-||<<
|<<|< <<|- | << <|<< < |<| <
|| |< |<|| |<<- |-<< |
<< <, <|<< <|<= ||| << < <
|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
-<|< < -<, |=#|
|<|
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
<| < <|-t |<|| |<- <||| <<t
#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
|' (|<|<|#=) |<|| - || =<|
||| <| | <||| < <|<
=<| #|<| <| || |< << <| <|=
< |||< <| <|<|< |<| |<| =< <|<<
||-< <|<= ||< <<|< |-< |-|
-| <<
|<|| < |<- |<| -:- <|<< c:|
||, --| <|< ||, :| <|<|# ||< ||,
:c| || | =< <| <|<|< | ||
| |<|| <|<= |<|| << =<# <<
<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
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Bangladesh Bank.
Credit Rating
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the stakeholders.
CSR Activities
communities.
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=< ||<-< = |<< | -| -
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wmGmAvi Kvhg
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|< | < |< << |< <| << <|<|
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and Development
a) Organogram
b) HR Planning:
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|<
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L) gvbem` cwiKbv:
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<|< | < <|< <|<|<||-<| <| <|<
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retirement benefit.
under:
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<| <|<< |<| || -|< -
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|< | <<|
- << |-| < |<<r| < |||
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M) cwkY I Dbqb
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follows:
conducted:
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<| ||- |<< = |<<< << <|<
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Technology:
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motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
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|< :--| <|/<|| < -,-:c ||<|<
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| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
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| || <|
N) cwkYi Rb evRU
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<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
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Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
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mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
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wnmve cZKiY
<||- =<|| || (|<==), <||-
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Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
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<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
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-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
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evwlK mvaviY mfv
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KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
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Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
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<|<< |<|| <|<=- < <||
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< |<|-|- <<< <<| < <|<|< |<||
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<< <, <|<< <|<= ||| << < <
|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
-<|< < -<, |=#|
|<|
Dr. Syed Abdul Hamid, FCA, Managing Director & CEO of ABL, inaugurating a workshop on Asset Liability
Management at the Agrani Bank Training Institute in Dhaka
126
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
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follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
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K) FY SzwuK
|< <<|| || |< <<| - <
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been audited.
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|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
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O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
- |<< - $ |<|| |< |<
<||- <|< << ||<< || |#|#
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| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
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|| |< << <|< <<| <|<# =<|
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<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
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|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
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|<| <| ||| , -|, || =<
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<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
|| |<<r| - <<| -< |<|
|| , < <, ||<||
<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
=| :>>: =< | | |<<| < |#||< |-|<
<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
|< <| - | -|< ||< <<| -|
evwlK mvaviY mfv
<|<< : <||<< |<|< | : |<< -: ||<
|<| | -<
wbixKì wbqvM
=<||<, || =<|| =< -|<|-|< # =|
<|, || =<||, | << <|< =<||$
<|<< <|-t|<|<< <| << <||- <|<<
|||< |<| |< t||<| <<|<||
<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
-'| | |< <<| <<< |<|<
|-< || <<| -<
KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
||<< | |<<- |-< | < |<<- <|<<
|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
<<|- | << <|<< | |<<
Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
<<|< =<| <|<|< |<|<< <|<<
< |<|-|- <<< <<| < <|<|< |<||
|<<- <<|- | <<
|<<, |<|| |<<- || |<-||<<
|<<|< <<|- | << <|<< < |<| <
|| |< |<|| |<<- |-<< |
<< <, <|<< <|<= ||| << < <
|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
-<|< < -<, |=#|
|<|
Sl. Level of No of No of
No. Participants Courses Participants
1. Application & Operation of On-line Banking Software (Temenos T24) Concerned Officer 18 505
2. Computer: PC-MS Office Officer to SPO 2 51
3. Computer : Application & Oper.of Branch Banking Software Concerned Officer 5 115
4. MS Office : Excel, its use in Agrani Bank Limited (Day) Concerned Officer 2 52
5. Computer: PC-MS Office Clerical Staff 1 26
6. Workshop on Bangladesh Automated Clearing House (BACH) Officer & Above 8 249
7. An Introduction to Online Banking Software: T-24 Officer & Above 3 79
8. Workshop On Migration of DD,PO, PS, FDR & Its Application in T-24 Officer & Above 6 140
9. Software For RAJUK Flat Project. Officer & Above 1 46
10. Workshop Remittance Operation NBL Quick Pay Officer & Above 1 87
11. SWIFT Operation: Use of SWIFT Alliance Messenger (SAM) Officer & Above 2 62
12. Computer: Remittance operation of Western Union Money Transfer Officer & Above 8 165
13. Online TM for Management System, Form C & Wage Earners Rem. Rep. Officer & Above 2 84
14. Anti Virus Installation & Basic Trouble Shooting Officer & Above 4 100
15. Foreign Exchange Transactions Reporting Officer & Above 2 48
16. Web Based Online TT Issue & Payment Procedure Officer & Above 5 145
17. Computer: Remittance Operation of Western Union Money Transfer Officer & Above 1 49
Name of Courses/ Workshops
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
<| < <|-t |<|| |<- <||| <<t
#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
|' (|<|<|#=) |<|| - || =<|
||| <| | <||| < <|<
=<| #|<| <| || |< << <| <|=
< |||< <| <|<|< |<| |<| =< <|<<
||-< <|<= ||< <<|< |-< |-|
-| <<
|<|| < |<- |<| -:- <|<< c:|
||, --| <|< ||, :| <|<|# ||< ||,
:c| || | =< <| <|<|< | ||
| |<|| <|<= |<|| << =<# <<
<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
|#|| |<|| |< |<<| <<||< |<<
<<| << |<| <<< < < |<< | -
- | <|< || = <||< | << ||
<|<<<| - <<
|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
- <| =< <|< < |< -|| ||-
<|< < <<|< |+| ||<
=| |< | | (||<|) | <<| -
=| ||<-<< '||<|' =< << |
-<| - = | <| <|<|< ||<
<<|<|< - << <| |< ||
<< <||-|<|| << |<| ||- <<|< <|
<|<| =<| =| <|| <|<< < =# <||
|< |< << |< ||< << <$ <$ <|
||< |< - | |-| |<< <<| |
-
- =< |<- |<-| |<| -|<< <|< <-|<
<|| |< - -|< <<|| |<| <-|<
-| <<||< <| << <| -|< |< |<| -|
<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
||<| <| =< |< |<|| <||| <<| -
< <<< |-<-< <|< <| |< <| <<

<| | < |<| =<| ||<< ||
< |<| | << <|< =| - ||< |<
=< <|< =<| -|<< +| | <|
| <|<< < + =< -||-| ||
||+ << <||- <|<< |-| ||<< =<
<|<< | ||< ||< <|<< |<|<<
<<|< |$ |<| |< ||-<<, | <
|< |< <<|| |#|# < <<|
- #|< <|<< <|<|<|< < <-||<<
<| | < |<| |<|< ||| <<<
|| - - <<| - =< =#
|<|< || -|||- <<| - <|<< <
=| < <|< || - |< <# |<|| |-<
<|<= - <<| - =< #|< = <|<=<
|<| < |< <|< < =| ||< | <<|
-
#|<| <| =<| ||< <<||< ||||<
|<< =| ||< < <<| ,
| < -| |<|< -|< |<| | <<
=|$| =| < |< |<| < -<|| |,
|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
<|-t|<||< | << =< < <|
<-||< t | <<
O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
- |<< - $ |<|| |< |<
<||- <|< << ||<< || |#|#
=< |||<|< |#|| ||< ||<
| <|< || <|<<< =<| || <<
| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
<| <|| <||< |<| =<| <|||
|- <|< |< < |< <<| <| =< |
< | =< | <|-- | |<|
|| |||< <||< ||< ||<< <|<< |<|
|<|< <<| < <|<|-< <|-|< | -|
- -:: || <|< |< | =
<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
<|< | <|< =<| <||| |-< <||<
-<|< < <|<< < - |<- < <
|<| <| ||| , -|, || =<
|-||<< << <|< |<<< < |-
<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
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jfvsk NvlYv
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evwlK mvaviY mfv
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KZZv ^xKvi
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Chairman
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=|<|| =< -|<|-|< # = <|, ||
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Training/Workshop outside ABTI (home & abroad)
Particulars
Taka in Crore
128
system.
is as under:
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|<|| <<|< c |<|<< <|
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follows:
a) Credit Risk
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K) FY SzwuK
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been audited.
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|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
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-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
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wWU iwUs
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|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
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+| <| |< |< =< <<|| < =<
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KcviU Mfbv
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wmGmAvi Kvhg
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<|<< || |-<, |<-||<,
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and Development
a) Organogram
b) HR Planning:
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|<
|<-# <|<< < - <
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<|||< |<< <<| <|< - $ = <|< |<-|
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L) gvbem` cwiKbv:
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gvbem` Z_ eevcbv
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retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
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< + <|| < '=' < |
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M) cwkY I Dbqb
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follows:
conducted:
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<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
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-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
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| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
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<|< |< |< << || |<< |<|< <<
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|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
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|<| <| -:- |< < <|<< |<-
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-| - <<|< <| << <<# <|< <-|< -|
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<-|< -| -< |<<|-<|<|< |-|< | -
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<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
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|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
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|< =| <|<
- <, <<||< | < |< <<||<
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<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
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<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
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|<| | -<
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| <||- <|<< ||<| << '=' <|||<
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KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
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|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
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Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
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|< |<| |<-||<< |< <| | <|-
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system.
is as under:
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|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
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#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
|' (|<|<|#=) |<|| - || =<|
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=<| #|<| <| || |< << <| <|=
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|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
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- | <|< || = <||< | << ||
<|<<<| - <<
|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
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=| |< | | (||<|) | <<| -
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-
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<|| |< - -|< <<|| |<| <-|<
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<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
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|| - - <<| - =< =#
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|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
<|-t|<||< | << =< < <|
<-||< t | <<
O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
- |<< - $ |<|| |< |<
<||- <|< << ||<< || |#|#
=< |||<|< |#|| ||< ||<
| <|< || <|<<< =<| || <<
| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
<| <|| <||< |<| =<| <|||
|- <|< |< < |< <<| <| =< |
< | =< | <|-- | |<|
|| |||< <||< ||< ||<< <|<< |<|
|<|< <<| < <|<|-< <|-|< | -|
- -:: || <|< |< | =
<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
<|< | <|< =<| <||| |-< <||<
-<|< < <|<< < - |<- < <
|<| <| ||| , -|, || =<
|-||<< << <|< |<<< < |-
<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
-> << -:- < | <|< ||<
|<-| |<-< |< << |||< <<|
< - <|< = < <<|< <||<
<|<= |<< ||<$|< <<< =|<||#
-:- |<| < |<|< <|#< <|<||< <||<
<|||- | <| - << | |
<|< |<<< |<t
follows:
conducted:
<| | <| |$|< =|<||# |<-| <<
<<| <|<| #|< <||< <|||- | <|
<< |-< |< |<|< |<< |<<<<
| |<| | <|< || <<, <|
|<
<| '|< <<||' <|< <|||-<
<| ||- |<< = |<<< << <|<
<< -:- =|<||# | <|< ||<
|<|-|< + '|<||< < <<||' |<<
|<| | <||< || <<, <| |<t
Technology:
=|$|<, =|<||# |# <||< < <<| =|
|| | <||- || <<t
-:- | =|<||# |$|< - < |<- |<| |
#||/=<|| =< |< | <|< ||<
|<|-| < <<| | | <<, <|< |<
|<t
motivation.
employees.
shown below:
-: |< |<|| |<<-< |-=
=|<||# << <|<< <|< ||--| ||< =<|
| <| <<| - | <|
|< :--| <|/<|| < -,-:c ||<|<
| -|< |<|< <<| - -: |<
| <||<< | <| | <|<
||-= <|< <<|-< <||< <|||- <|<
< |<< < -| - |<|
=|<||#-- |<|< <|#< -| | <- <<<||
<||< <||-| <|< | -|< <<| - <<|
-
| <|< | #|| <|<< |<-< |<<
< <<|< | |-< |< |<|, ||,
-|, | < <| |<<| <<< |<<
| || <|
N) cwkYi Rb evRU
-:- | <|< |< |<||< <|-< |<
-.>- <|| |<| <| <<
<|< |< |< << || |<< |<|< <<
<|< <|<< |<| <<< |<|< <| || -|<
|#|<|| |<<, <| << =< |<|<|
<+ < << | <<||< <|<||< | <<| - <|<
|< <|-< |<< |<|< << <|< -:- =<
-:: | || <| | |< |<| |<
Outlook for 2013
RvZxq A_bxwZZ fwgKv
|| <||< <|< < |<| |
<< +- |<|- <|<< -->|
|| | <| || <|<<
<|<|< < |<<< +<
|| |<-< <| -|< |||
|<|| - <<|< | |< <|< <
|<| <| -:- |< < <|<< |<-
| :,-> , <|< < >,>:- ||< =<
,>- | <|| <||-|-< |<
-| - <<|< <| << <<# <|< <-|< -|
<|<= || | -- |< < |<
<-|< -| -< |<<|-<|<|< |-|< | -
|# |<< +|< <|| <||-|
<|-< < |< |- <|
mvebvi 2013
|< |<||| =< |||<< |= <|<| < <|<
| < < # | << -
<|< = < |<||| =< |= |<||<|
<|-< -| <|+ << =< <| <| <
|<|<| << <||< <|<= || <| <|<
|< | , < - |, < <|
< < |<||< |< |< <<|< <|+ -(|<
|< =| <|<
- <, <<||< | < |< <<||<
|| |<<r| - <<| -< |<|
|| , < <, ||<||
<| <| || || =< < | < |-||
<|| <<|, <||* |-<, -|< < < #||-
|<< | <|< | <|- <|<<
=|$|< |< <|< <<||< |<| |
<<<
wnmve cZKiY
<||- =<|| || (|<==), <||-
|||| |<|| || (|<=|<=) =<
Acknowledgements
<||- <|<< |<|<|| |<|< :-, ||< -c
- = - < ||<< <|<< |-|< |< <<|
- -:- |< < | |-|< < |
<<||< <|<=< | =< - <|-
#||- |<|< || - <|< <|||
=| :>>: =< | | |<<| < |#||< |-|<
<<| - <| <<|<<|< |<|< << |<||
-
jfvsk NvlYv
<|<< |<< <||| =||<|| |<<||<
(CAR) |<<| < |<|| |<<- << -:-
|< <| - | -|< ||< <<| -|
evwlK mvaviY mfv
<|<< : <||<< |<|< | : |<< -: ||<
|<| | -<
wbixKì wbqvM
=<||<, || =<|| =< -|<|-|< # =|
<|, || =<||, | << <|< =<||$
<|<< <|-t|<|<< <| << <||- <|<<
|||< |<| |< t||<| <<|<||
<|-t|<|< ||< |=| <<| <||<< |<|<
| <||- <|<< ||<| << '=' <|||<
-'| | |< <<| <<< |<|<
|-< || <<| -<
KZZv ^xKvi
<| << <|< < | << | |<|
<|< <-||<-< <-| |$| < -| |
<|<< |< < -(<< << || |-<
||<< | |<<- |-< | < |<<- <|<<
|<<, <|<||, <<|<, <||- <|<,
< <||| < | -< <||< - << ||<<
<<|- | << <|<< | |<<
Chairman
< < -<||| -|< |<||
<<|< |<|| |<<- | =<||<, ||
=|<|| =< -|<|-|< # = <|, ||
=|<||< <<|- ||
<|<< |<|| <|<=- < <||
<<|< =<| <|<|< |<|<< <|<<
< |<|-|- <<< <<| < <|<|< |<||
|<<- <<|- | <<
|<<, |<|| |<<- || |<-||<<
|<<|< <<|- | << <|<< < |<| <
|| |< |<|| |<<- |-<< |
<< <, <|<< <|<= ||| << < <
|< |<| |<-||<< |< <| | <|-
<|<
|<|| |<<-< <<
-<|< < -<, |=#|
|<|
130
system.
is as under:
|<|| <|<=< <<|<< |-|, -|<|< <
|<|| <<|< c |<|<< <|
| <|| <<| - <| | <||
<| < <|-t |<|| |<- <||| <<t
#|<| <| | <| || <<| | <|<
<<|| < <| <|<<|< <<| - << | ||+
<< <|<
<<||< |< |<| =< || |<-
|< <|<< -|- <|<=< <|< |<
|<- |<<<< <|< '|< <# #|<|
|' (|<|<|#=) |<|| - || =<|
||| <| | <||| < <|<
=<| #|<| <| || |< << <| <|=
< |||< <| <|<|< |<| |<| =< <|<<
||-< <|<= ||< <<|< |-< |-|
-| <<
|<|| < |<- |<| -:- <|<< c:|
||, --| <|< ||, :| <|<|# ||< ||,
:c| || | =< <| <|<|< | ||
| |<|| <|<= |<|| << =<# <<
<| |<|| - |<| || |<| #< < ||
<< :-| | =< |<< | |<|| <<
-:- | |<||< | | c-|
|<|| < |<- |<| < <<< =<| |<||
|<<r| (<|) << <| <| | <||
<< ||- - -: < ||- |<||
|<<r| | -| -|
follows:
a) Credit Risk
<||<# |< <| |<<|| <<| <| | =
<|<# <|<< |< -|< <<|| <|||
<|< - <| < <| - << |< -
<|<< <| <<| <| = <|< <-| <|<< |-
||<< <|< | |< <<|| |
< << =| - |< <<||, <-|<
<|| <<|| |<, ---| <<|| |<,
<| | < |<| |<, || ||< |< =<
|#|| |<|| |< |<<| <<||< |<<
<<| << |<| <<< < < |<< | -
- | <|< || = <||< | << ||
<|<<<| - <<
|< < <|<< |< <<|| ||||
<<| - <|< < | <| |< |
<<| -|
K) FY SzwuK
|< <<|| || |< <<| - <
* |$ |<| |<|< |<||<| <<| <| =|# |<
+ <|<< , | =< <|< | | <<|
- <| =< <|< < |< -|| ||-
<|< < <<|< |+| ||<
=| |< | | (||<|) | <<| -
=| ||<-<< '||<|' =< << |
-<| - = | <| <|<|< ||<
<<|<|< - << <| |< ||
<< <||-|<|| << |<| ||- <<|< <|
<|<| =<| =| <|| <|<< < =# <||
|< |< << |< ||< << <$ <$ <|
||< |< - | |-| |<< <<| |
-
- =< |<- |<-| |<| -|<< <|< <-|<
<|| |< - -|< <<|| |<| <-|<
-| <<||< <| << <| -|< |< |<| -|
<||< -- ||<< <| <<
<|<< =|-|||<|| <||< (=|<) |
|| | - =< | <|*|< <| <
|<< <| =< =-=| |< < |<|, |<
been audited.
||<| <| =< |< |<|| <||| <<| -
< <<< |-<-< <|< <| |< <| <<

<| | < |<| =<| ||<< ||
< |<| | << <|< =| - ||< |<
=< <|< =<| -|<< +| | <|
| <|<< < + =< -||-| ||
||+ << <||- <|<< |-| ||<< =<
<|<< | ||< ||< <|<< |<|<<
<<|< |$ |<| |< ||-<<, | <
|< |< <<|| |#|# < <<|
- #|< <|<< <|<|<|< < <-||<<
<| | < |<| |<|< ||| <<<
|| - - <<| - =< =#
|<|< || -|||- <<| - <|<< <
=| < <|< || - |< <# |<|| |-<
<|<= - <<| - =< #|< = <|<=<
|<| < |< <|< < =| ||< | <<|
-
#|<| <| =<| ||< <<||< ||||<
|<< =| ||< < <<| ,
| < -| |<|< -|< |<| | <<
=|$| =| < |< |<| < -<|| |,
|<-| |||| <|| <| |<| =<
||< ||<< <<|< | ||+ <<
#|<| <| << |<| <| <| DCFCL
(||| <| | <|), LDCL (|
< <|) < QOR (<|||| |< |<|)
< |< <| |< |<| |<-|< <<|
- |#||| =| |<| << <
|< ||< <||< <<|< |< || <<
=< =< |< |<| |<|| <|<= <<| <||- <|<
|<- |<-, <|||< |<||, <| |<|| =<
<|-t|<||< | << =< < <|
<-||< t | <<
O) gvwb jvwis SzwuK
|| ||< |<< <|< -| | <|<< <
< <|#< =# + <<| < <|<|-<< |
-| - -: | | <|< | #||
-> <<| < <|<|< || ||< |<<
Bangladesh Bank.
Credit Rating
| - <|< |< |-<-< < (KYC),
- |<<<| (TP), - - |<<<| (CTR),
--< - |<<<| (STR, <|- <|<), ||
||< <<|-< |< ||<| < << =<
| || ||< <||- <|< < <<
< < <||< <|< <|< <<-|<< <|< =
| |<|| |<< |<< |<<< <|< <<|
- |<< - $ |<|| |< |<
<||- <|< << ||<< || |#|#
=< |||<|< |#|| ||< ||<
| <|< || <|<<< =<| || <<
| || <|| < <<-||<< <| < <
<||< <|< <<|<< | < <<-|<
||+<<<r =<| <|<| || <<<|- <<|
- | ||||< ||< < < <||<
<|< <<|<< <<-|<< =<| |#|| |
|| |< <<| - =< |<|< | <<|<||
< <<
wWU iwUs
<||- <|<< |-|<|| <|< -:: | =|
<| #< =| || ||< (CRISL)
<| <| |< << |<| <|<< -||- '==='
=< r |- =|-: <|< |-|< || <<
|| <||- <<|<< - |<|| = <|
<<| -, <|< <<|< - |< =<| | = <<<
|| ||<< || - <|, <
|<|- =< |-< < <| | <<|
=|$| <|||< <|< |-|<< || <|<<
<|-=< | - <| | |<| -
the stakeholders.
CSR Activities
communities.
evmj-2 evevqb
<|< -: | << <|-- <|<| << | =
+| <| |< |< =< <<|| < =<
< |< -| - =| -| - |<, <||<
|<, |<|| |< |-|< << << |<| |<|< <
< <<|< || |< =< |< <
|| |< << <|< <<| <|<# =<|
<|<< <|<|<||-< | | <||< <<< <<
<| <|| <||< |<| =<| <|||
|- <|< |< < |< <<| <| =< |
< | =< | <|-- | |<|
|| |||< <||< ||< ||<< <|<< |<|
|<|< <<| < <|<|-< <|-|< | -|
- -:: || <|< |< | =
<|-- #| || <|< <|--
<|<|< -|| ||| < <||- <|<,
|<|#|<= =< | ||<-< |- <|<< |<|-|
=< ||<-< = |<< | -| -
KcviU Mfbv
<<||< | <<|< + | <|< <
# |< <| |||| |<|
||| |<|| |<<-, <<|| |<|<
< <| |<|-| =< |<|-| <|| <<|< |<
|||| <|<| << |<-| < <
|< -|< | <|< <| || < |-
<-| <| <<| -
wmGmAvi Kvhg
| <|< || |=|< <| |||< -|<+|
||< |<| |||< <-| <||<
||| <<| || # <|<|< =<|
+ |<< |||< -||< < |<<|<< |
<|< < -| << | |||< -|<+|<
|< | < |< << |< <| << <|<|
<|<< || |-<, |<-||<,
<<||< |-|< =< <|<|<< |||< <
<|< <-| < |- |
and Development
a) Organogram
b) HR Planning:
-:- |<|<| <|<< |=|< =| <|<|<|
|<
|<-# <|<< < - <
|<-< <|< -|||< |-|< << <|< <
<<| < <|<|-< <-|< |<| -| <<
<|< | <|< =<| <||| |-< <||<
-<|< < <|<< < - |<- < <
|<| <| ||| , -|, || =<
|-||<< << <|< |<<< < |-
<<<||, <|, | =< <<|| -|
<|<< -||< |<< |<<
K) mvsMVwbK KvVvgv
<||| <||< -<|< < <|<< ||<
<|||< |<< <<| <|< - $ = <|< |<-|
-|<<|<, -|<<|< =< |+|< <|-<
<|<|<| |<| <<|< < |< - -|
-
L) gvbem` cwiKbv:
|<- =<| ||< < <| - =<|
<|||< || |-< <|< |< |<
<|<|<||-<|< <|< || <<|< = |<<|
< -| << <|< <|< =<| ||< <
<-| < |=|| |-| -| |<- <| =<
|<< ||< <||<< <| <<|< <|<
|< < |<|< <|| |<- <<||<
<|<< <<||< << |< *| <
<| ||+ <<|< || <| <|< <<|<
< ||| <<|, |<| -|| -|,
<|<< |<|-|/<<|/<|<|-< <| |<,
<||<< < | |<- =| |< < <<|,
<< -< ||<| << <<| |
<<|-<||<< <|-<<, | -|, #|=
-|, -||< ||<<, | =|<, |<- < |,
||< |, |<- <<|| =| |<|
|||| |<, |<+ | << <|<|-<
|<|+| - <||#, |<< =| <|, < |
<|<||- = |<|< |< <<| - <|<
gvbem` Z_ eevcbv
| <|< || <| :,->
|<|-|/<<|/<|<| ||| < = <
=|-< ||< <| = ||< |< <-|
| <<| - |< < < <|
<|<|< <| < - |<
||| -| << -||
< <||< ||< |< < <<| -< <|
<|< | < <|< <|<|<||-<| <| <|<
<||< <|<= ||< |<||< | =<
< < || < ||+ <<|
retirement benefit.
under:
<| |<< <<| <<|<< | -| <<|
<| <|<< |<| || -|< -
-|<| ||< | <|<| <#| -|<
|< | <<|
- << |-| < |<<r| < |||
(-:--:c) = -| -|| < ||<
|< < <<| =< =<#|< |||
< + <|| < '=' < |
-<< <| ||| -<|<| -|<<|<-<
|| <| |-< -| <<|
M) cwkY I Dbqb
'|'-=<| ||< |||< <|<||-|
|<||< <| | <||| < <|
||< || + < ||< <| $ ||<
|+| |<<| << = -||* :>-: | <|<
| #|| (=|<||#) || - ||
<< -|<|< =|<||# -||||< |<
|<|| | <| |<|<, <|<||
<||< |<< |<| < <<,
| < | | |-| =< | <|< |
< || |< |< <<< |<|-|, <<|
< <|<|-< | < ||< -| <|+<
|< | <|- <
=|<||# :>-: = <||< | << -:- <
|<| |<||< <| -,:c | <|/<||< |<
| :c,c>: |<|-|, <<| < <|<|< |
-| << < -:- :-| <|/<||<
|< c,:-- ||<| | - <<
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132
Focus
Corporate governance (CG) is a set of principles, which should be incorporated in every part of the organization to
ensure accountability. It encompasses policies, processes and people which serve the needs of the shareholders and
other stakeholders. Agrani Bank Limited is always committed to adopt highest governance standards for attaining better
operational goals. Corporate Governance at the bank is defned as the framework under 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.
Board Structure
The Board of Directors consists of 13 members, including Managing Director & CEO. It has a committee named Board
Audit Committee. Consequent upon the corporatization, the Board now exercises greater autonomy in running the
organization more effectively than before.
Meetings of the Board during 2012
During 2012, 48 Board meetings were held. Since the Board was dissolved and new board was formed in the month of
December 2012, the number of Board meetings held in the year 2012 by previous Board of directors (46 meetings) and
new Board of directors (2 meetings) has been shown in the following two tables titled Table-1 and Table-2 separately:
Table-1: meetings attended by the old Board
Sl. No. Name of Directors Position
Date of
appointment
Number of
meetings attended
01. Khondoker Bazlul Hoque, PhD Chairman 09.09.2009 45
02. Ranjit Kumar Chakraborty Director 13.12.2006 38
03. Shekhar Dutta Director 09.09.2009 37
04. Nagibul Islam Dipu Director 09.09.2009 35
05. Engineer Md. Abdus Sabur Director 09.09.2009 36
06. Barrister Zakir Ahammad Director 09.09.2009 35
07. Shahzada Mohiuddin Director 09.09.2009 34
08. Abduz Jahir Chowdhury (Sufan) Director 14.09.2009 13
09. K.M.N. Manjurul Hoque Lablu Director 14.09.2009 33
10. A.K. Gulam Kibria, FCA Director 24.09.2009 43
11. Luna Shamsuddoha Director 24.09.2009 27
12. Syed Bazlul Karim, BPM Director 22.10.2009 32
13. Sayed Abdul Hamid, PhD, FCA
Managing
Director & CEO
20.04.2008 46
Table-2: meetings attended by the new Board
Sl. No. Name of Directors Position
Date of
appointment
Number of
meetings attended
01. Khondoker Bazlul Hoque, PhD Chairman 05.09.2012 02
02. Arastoo Khan Director 24.12.2012 02
03. A.K. Gulam Kibria, FCA Director 06.09.2012 02
04. Engineer Md. Abdus Sabur Director 20.12.2012 02
05. Niaz Rahim Director 20.12.2012 on leave
06. Advocate Balaram Podder Director 20.12.2012 on leave
07. Prof. Dr. Md. Abdur Rouf Sardar Director 20.12.2012 02
08. Shameem Ahsan Director 20.12.2012 02
09. Md. Altaf Hossain Molla Director 20.12.2012 02
10. A B M Kamarul Islam Director 20.12.2012 02
11. Hasina Newaaz Director 20.12.2012 02
12. Sayed Abdul Hamid, PhD, FCA
Managing
Director & CEO
11.07.2011 02
Independent Directors
All members of the board were nominated by the Government and each of them holds one share which is less than 1
percent of paid-up shares of the Bank. Mr. Ranjit Kumar Chakraborty is an Additional Secretary of Ministry of Finance,
Government of the Peoples Republic of Bangladesh (from 13.12.2006 to 27.12.2012) and Mr. Arastoo Khan, an Additional
Secretary of Ministry of Finance (from 28.12.2012 to till now) and all other directors are from different professions
and private sectors. As per Notifcation of Securities and Exchange Commission (Ref # SEC/CMRRCD/2006-158/
Admin/02-08, dated 20 February 2006, all of them can be justifably considered as independent directors.
Chairman of the Board and Managing Director & CEO
The Chairman of the Board and Managing Director and CEO of the Bank are two separate individuals. The Chairman is
Dr. Khondoker Bazlul Hoque and Managing Director and CEO is Dr. Syed Abdul Hamid.
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 directives and guidelines in all major areas to achieve its objectives. The Board of Directors mainly deals
with formulation of business policies, administrative policies, approval of large credit proposals, rescheduling 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 the bank to achieve its
desired goal.
Internal Control and Compliance
The Board is responsible for ensuring an effcient internal control system and for taking appropriate steps to safeguard the
assets of the bank and for preventing and detecting fraud and other irregularities. Audit Manual and Audit Implementation
Manual introduced by the Bank are being followed to ensure proper internal control. Through the Audit Committee, the
Board reviews the assessed risks and the internal control for the period under review.
It is important for the Bank to evolve its risk management strategy in a way that our interests against any insidious
transactions are best protected. According to the instruction of Central Bank, the bank has introduced Risk Management
Manuals approved by the board. The bank has established a structured framework for risk management. A separate
division of the bank named Core Risk Management & Basel-II Implementation Division established on 19.05.2011 as per
instruction of Bangladesh Bank, has been working rigorously to overcome the challenges of core risk.
Credit Rating
In 2011, 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 term and ST-1 in the short term.
This rating has been done in consideration of the guarantee of the Government of the Peoples 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 (Old Board)
The Audit Committee formed on 28.06.2011 which consists of 5 members. All the members of the Committee are non-
executive directors. The name of the members of Audit Committee along with their status are mentioned below:
Sl. No. Name of Members
Status
in the bank
Status
in the committee
Date of
appointment
Number of
meetings attended
1. Ranjit Kumar Chakraborty Director Chairman 13-12-2006 8
2. Shekhar Dutta Director Member 09-09-2009 8
3. Nagibul Islam Dipu Director Member 09-09-2009 7
4. Engr. Md. Abdus Sabur Director Member 09-09-2009 4
5. A.K. Gulam Kibria, FCA Director Member 24-09-2009 12
There were 14 meetings of the Committee held in 2012. The attendance of each Member in 2012 is mentioned in the
above table. Since the tenure of three directors i.e Mr. Shekhar Dutta, Mr. Nagibul Islam Dipu & Engr. Abdus Sabur retired
in September 2012, the Board Audit Committee was re-organized on 20.12.2012 comprising the following members:
Sl. No. Name of Members
Status
in the bank
Status
in the committee
Date of
appointment
Number of
meetings attended
1. Ranjit Kumar Chakraborty Director Chairman 13-12-2006 6
2. Khondoker Bazlul Hoque, PhD Chairman Member 09-09-2009 1
3. A.K. Gulam Kibria, FCA Director Member 24-09-2009 5
4. Syed Bazlul Karim, BPM Director Member 22-10-2009 1
134
Role of the Board Audit Committee
The Board Audit Committee has been playing a vital role in strengthening internal control and compliance functions of the
bank. It ensures all sorts of co-operation between the management and the ultimate supervisory authority the Board
of Directors .The Committee identifes various risk factors that arise from the business activities of the bank, through
periodical review of the audit reports to ensure safe, sound and disciplined banking operations. Besides, the Committee
takes appropriate initiatives 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-defning them as serious and
very serious objections.
Role and function of Audit and Inspection Division
The Audit and Inspection Division plays a vital role to ensure proper internal control over the Banks activities. The
Division plays its roles to ensure whether internal controls are well established and operates properly. It works to ensure
that the activities of the bank are being carried out 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.
Role of Internal Control and Compliance Division (ICCD)
The Internal Control and Compliance Division deals with four types of audit objections:
a. Internal Audit.
b. External Audit.
c. Government Commercial Audit.
d. Bangladesh Bank Audit.
In the case of Commercial Audit, ICCD arranges tri-partite meetings with Ministry of Finance and Directorate of Commercial
Audit. In case of Bangladesh Bank Audit in Head Offce, ICCD arranges meeting with Board Audit Committee. Sometimes
ICCD pays surprise visit to the branches for checking DCFCL (Departmental Control, Functions Check List).
Status of Compliance Requirement of
Bangladesh Banks guideline for Corporate Governance
BRPD circular no 16 dated 24.07. 2003
Sl.
No.
Particulars
Compliance Status
Explanation
for non
compliance
Complied
Non
Complied
1. Responsibilities and authorities of the Board of
Directors
(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 effciency and other relevant policy
matters. It shall analyze/monitor at quarterly basis 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 basis 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 basis the reports submitted by its Audit Committee
regarding compliance of recommendations made in internal and
external audit reports and the Bangladesh Bank inspection reports.
136
Sl.
No.
Particulars
Compliance Status
Explanation
for non
compliance
Complied
Non
Complied
(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 infuence 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.
(ii) The Board shall frame the policies and procedures for Banks
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 Banks business shall, however, be
adopted with the approval of the Board.
(e) Financial management

(i) The annual budget and statutory fnancial statements shall
fnally be prepared with the approval of the Board. It shall at
quarterly basis review/ monitor the positions in respect of Banks
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 Banks
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 Banks 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.

Sl.
No.
Particulars
Compliance Status
Explanation
for non
compliance
Complied
Non
Complied
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 fnancing activities under the purview of the oversight
responsibilities of the Board. He may call for any information
relating to Banks 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 offce-room, a personal

secretary/assistant, a telephone at the offce and a vehicle in the
business-interest of the Bank subject to the approval of the Board.
3. Responsibilities of Adviser
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
fnancial, administrative or operational affairs.
Not
Applicable
(No such
Adviser)
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 fnancial, business and administrative authorities
vested upon him by the Board, the CEO shall discharge his own
responsibilities. He shall remain accountable for achievement of
fnancial and other business targets by means of business plan,
effcient implementation thereof and prudent administrative and
fnancial 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 for 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 offcers for training etc.
138
Bangladesh Bank sets out the responsibilities of the
Directors of a bank. In accordance with their guidelines,
the responsibilities of the Directors of Agrani Bank Limited
encompass the following:
a) Work plan and strategic management
i) Responsible for determining the long term
objectives and goals of the Bank and formulating
yearly strategies and action plan for it.
ii) They are to drive organizational change to
improve the quality of the services rendered
by the Bank in order to achieve the objectives
and targets and to analyze the progress of
implementation of work plan.
b) Risk management
i) Responsible for making risk management policies
and monitor its institutionalization.
c) Credit management
i) Responsible for making policies and procedures
to evaluate, disbursement, recover, reschedule
and write-off loans and advances as per
applicable rules and regulations.
ii) They may delegate power to the CEO and other
senior executives for approval of loans and
advances as deemed necessary.
d) Internal control management
i) They approve annual audit plan and evaluate
the report of Audit Committee regarding the
implementation of suggestions from internal
audit, external audit, and Bangladesh Bank audit.
e) Committee formation
i) Responsible for constituting the Audit Committee
from members of the Board of Directors.
ii) Responsible for forming executive/other
committees as per guideline of the Bangladesh
Bank.
iii) Responsible for forming Risk Management
committees as per guideline of Bangladesh Bank.
f) Human resources management and development
i) Responsible for framing the service rules and
policies for appointment, promotion, retirement,
transfer, punishment, training and development
of human resources.
ii) Responsible for approving ICT policies,
introducing and developing Management
Information system (MIS).
g) Financial management
i) Responsible for approval of the annual budget
and statutory fnancial statements.
ii) Responsible for evaluating the income, expenses,
liquidity, capital adequacy, recovery of expired/
uncollected loans and advances, maintenance of
provisions and legal actions to recover the loans
and advances.
iii) Responsible for framing purchase and
procurement policies and procedures.
iv) They would not interfere directly or indirectly with
the approval of any loan proposals.
h) Appointment of CEO
i) Responsible for appointing a competent Chief
Executive Offcer (CEO) with the approval from
Bangladesh Bank.
ii) Responsible for determining the key performance
indicators (KPI) of CEO and other senior
executives and evaluate the same from time to
time.
i) Other responsibilities
i) They also perform other responsibilities as may
be determined by Bangladesh Bank from time to
time.
Chairman
Directors Statement
of
Responsibilities
The Audit Committee of the Board was duly constituted
by the Board of Directors of the Bank in accordance
with BRPD circular No.12 dated 23 December 2002 of
Bangladesh Bank. The Committee has been playing a
vital role in maintaining an effcient and effective banking
system. It ensures all sorts of co-operation between the
management and the ultimate supervisory authority - the
Board of Directors. The Committee identifes various risk
factors that arise from the business activities of the Bank.
Role of the Committee
i) Reviews the Internal Control System of the Bank to
ensure that suffcient risk management system is in
place to manage core risk of the Bank.
ii) Reviews the effciency and effectiveness of Internal
Control System.
iii) Considers the recommendations made by the internal
and external auditors.
iv) Ensures fair presentation of fnancial statements
in compliance with the Bangladesh Accounting
Standards and Bangladesh Financial Reporting
Standards.
v) Reviews the Internal Audit Procedure.
vi) Reviews compliance with the applicable rules and
regulations of Bangladesh Bank, Bank Companies Act
1991, Companies Act 1994.
vii) Reports immediately to the Board of Directors on
confict of interest.
viii) Reports to the Board of Directors on frauds or
irregularities or material defects in the Internal Control
System.
Composition of the committee is as follows:
1. Ranjit Kumar Chakraborty, Chairman
2. Shekhar Dutto, Member
3. Nagibul Islam Dipu, Member
4. Engineer Md. Abdus Sabur, Member
5. A. K. Gulam Kibria, FCA, Member
Meetings
During the year 2012, 14 meetings of the Committee were
held. In the meetings, the Committee met with the offcials
of Internal Audit, Financial Administration, Credit, Legal
and Internal Control & Compliance Divisions and also with
the external auditors to consider and resolve the fnancial
reporting issues, fndings and recommendations made by
the Bangladesh Bank inspection team, internal auditors
and external auditors.
Activities during the year
During the year 2012, the Committee carried out the
following activities:
i) Reviewed the internal audit plan for the year 2012.
ii) Reviewed the comprehensive inspection report of
Bangladesh Bank and status of compliance thereof.
iii) Reviewed the internal inspection report of different
branches of the Bank conducted by Banks audit and
inspection team from time to time and advised the
Bank management to take corrective measures to
settle down the objections immediately.
iv) Reviewed all important internal and external audit
reports on different branches and suggested remedial
measures to reduce the number of audit objections.
v) Reviewed the Banks fnancial statements of 2012 and
suggested several amendments and placing it before
the Board for approval.
vi) Reviewed the implementation status of audit plan
2011.
vii) Reviewed the allocation of manpower for internal audit
and suggested necessary measures so that audit
work can be done properly.
viii) Reviewed the reconciliation position and advised
the management to take necessary measures for
reconciliation of all un-reconciled entries.
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
Ranjit Kumar Chakraborty
Chairman, Board Audit Committee
Report of the
Board Audit Committee
Consolidated Balance Sheet
As at 31 December 2012
Amount in Taka
Particulars Notes 2012 2011
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725
Cash in Hand (including foreign currencies) 3,690,370,128 3,311,409,222
Balance with Bangladesh Bank and its agent bank
(including foreign currencies) 17,047,846,240 15,664,496,503

Balance with Other banks and financial institutions: 4(a) 5,467,974,288 3,754,061,070
In Bangladesh 2,883,930,314 1,883,238,401
Outside Bangladesh 2,584,043,974 1,870,822,669

Money at call and short notice: 5 2,700,000,000 1,000,000,000
Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Loans and advances: 7(a) 211,089,468,338 193,805,312,887
Loans, Cash Credit & Over Draft etc. 205,436,766,092 186,183,858,330
Bills Discounted and Purchased 5,652,702,246 7,621,454,557
Fixed assets :
including land, building, furniture and fixtures: 8(a) 11,401,179,835 11,235,335,985
Other assets: 9(a) 30,918,397,208 32,127,606,183
Non-banking assets: - -
Total assets 378,906,231,980 349,178,129,376
LIABILITIES & CAPITAL
Liabilities:
Borrowings from other banks, Financial Institutions and agents 10(a) 10,074,391,269 25,758,153,981

Deposit and other accounts: 11(a) 291,645,453,939 251,702,793,865
Current deposits & other accounts 39,553,683,542 43,208,615,697
Bills payable 4,707,352,470 5,093,320,206
Savings bank deposits 89,255,325,065 85,320,750,025
Fixed deposits 158,129,092,861 118,080,107,936
Other liabilities: 12(a) 70,364,460,535 46,041,465,154
Total liabilities 372,084,305,743 323,502,413,000

Capital/Shareholders' equity:
Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
Statutory Reserve 14(a) 4,145,527,226 4,139,818,028
General Reserve 15(a) 59,731,264 59,731,264
Asset Revaluation Reserve 16(a) 7,532,023,591 7,538,417,849
Revaluation & Amortization Reserve 17(a) 117,176,049 269,357,597
Retained surplus 18(a) (14,971,828,955) 4,633,770,065
Foreign Currency Translation Reserve 19 26,354,830 22,855,772
Minority Interest 20 1,832 1,800
Total Shareholders' Equity 6,821,926,237 25,675,716,375
Total Liabilities and Shareholders' Equity 378,906,231,980 349,178,129,376
AUDITORS' REPORT
TO THE SHAREHOLDERS OF AGRANI BANK LIMITED
We have audited the accompanying consolidated financial statements of Agrani Bank Limited and its
subsidiaries (the Group) as well as financial statements of Agrani Bank Limited ("the Bank") for the year
ended 31 December 2012 which comprise the balance sheet, profit and loss account, cash flow statement
and statement of changes in equity and the related notes 1-54 thereto.
The financial statements of the Banks subsidiaries, Agrani Exchange House (Pvt.) Limited, Singapore,
Agrani Remittance House SDN. BHD. Malaysia, Agrani Equity and Investment Limited and Agrani SME
Financing Company Limited for the year ended 31 December 2012, as incorporated in the consolidated
financial statements, have been audited by other firms of chartered accountants whose reports have been
furnished to us. The assets, liabilities, revenue and expenses of the subsidiary included in the consolidated
financial statements of the Group are not material in the context of consolidated figures given in the
consolidated financial statements.
Management Responsibilities for the Financial Statements
Management of Agrani Bank Limited is responsible for the preparation of financial statements in
accordance with Bangladesh Financial Reporting Standards and Bangladesh Bank Guidelines and for
such internal control as management determines is necessary to enable the preparation of financial
statements that are free from material misstatement, whether due to fraud or error.
Auditors' Responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We conducted
our audit in accordance with Bangladesh Standards on Auditing. Those standards require that we comply
with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether
the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in
the financial statements. The procedures selected depend on the auditors' judgment including the
assessment of the risks of material misstatement of the financial statements, whether due to fraud or error.
In making those risk assessments, the auditors consider internal control relevant to the entitys preparation
and fair presentation of the financial statements in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entitys
internal control. An audit also includes evaluating the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by management, as well as evaluating the overall
presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
audit opinion.
Opinion
In our opinion, the financial statements referred to above which have been prepared in accordance with
Bangladesh Financial Reporting Standards (except for BAS-21 in the case of consolidated financial
statements) give a true and fair view of the state of affairs of the Group/ Bank as at 31 December 2012 and
of their financial performance and cash flows for the year then ended and comply with the Companies Act
1994, the Bank Companies Act 1991, the rules and regulations issued by Bangladesh Bank and other
applicable laws and regulations.
Emphasis of Matters
We draw attention to the following matters, though our opinion is not qualified in respect of the same:
1. As disclosed in note # 2.6.5 to the financial statements, while preparing the consolidated financial
statements the Bank used closing exchange rates for translating all the financial statements items of
the two foreign subsidiaries which are not in compliance with BAS-21, though such a non-compliance
does not have any material effect on the financial statements.
2. As disclosed in note # 6.4 to the financial statements, the Bank reported other Investments Tk. 2,541
crore which includes shares for an aggregate amount of Tk.300 crore of BEXIMCO Ltd., GMG Airlines
and Unique Hotel & Resorts Ltd. under sale and buy back agreements which have expired. The
ownership of Tk.233 crore shares under the above sale and buy back agreements have not yet been
transferred in the name of the Bank and a provision for loss of TK. 125 crore has been made against
such investments.
3. As disclosed in note # 9 to the financial statements, Other Assets include a net Branch adjustment
amount of Tk.173 crore (such amount in 2011 was Tk.568 crore). This needs to be reconciled as early
as possible.
4. As disclosed in note # 13.4 and 13.4(a) to the financial statements, there is a shortfall of capital
amounting to Tk.3,465 crore and Tk.3,414 crore respectively as at 31 December 2012, which is a
non-compliance with the BASEL-II requirement.
We further report that:
1. we have obtained all the information and explanations which to the best of our knowledge and belief
were necessary for the purpose of our audit and made due verification thereof;
2. in our opinion, proper books of accounts as required by laws were kept by the Bank so far as it
appeared from our examination of those books and proper returns adequate for the purpose of our
audit have been received from the branches not visited by us;
3. the Banks balance sheet and profit and loss account dealt with by the report are in agreement with
the books of accounts and returns;
4. the expenditures incurred were for the purpose of the Banks operations;
5. the financial statements have been drawn up in conformity with the Bank Companies Act 1991 and in
accordance with the accounting rules and regulations issued by Bangladesh Bank;
6. adequate provisions have been made for advances and other assets which are, in our opinion,
doubtful of recovery;
7. information on adequate capital requirement of the Bank under BASEL-II, as determined at the
year-end, has been stated in item# 4 of the Emphasis of Matters paragraph;
8. the records and statements submitted by the branches have been properly maintained and
consolidated in the financial statements;
9. the information and explanations required by us have been received and found satisfactory;
10. 80% of the risk-weighted assets have been reviewed spending over 16,500 hours; and
11. guidelines of Core Risk Management issued by Bangladesh Bank vide BRPD circular no. 17 dated 7
October 2003 were not fully complied with.
ACNABIN Howladar Yunus & Co.
Chartered Accountants Chartered Accountants
Consolidated Off Balance Sheet Items
Amount in Taka

Contingent Liabilities:
Acceptances and Endorsements 21 112,418,753,282 113,392,815,019
Letters of Guarantee 21.1 5,150,104,323 4,420,450,685
Letters of Credit 72,615,416,695 81,305,092,949
Bills for Collection 21.2 18,535,663,840 17,661,445,903
Other Contingent Liabilities 21.3 3,660,369,424 3,634,365,482
Claims against the Bank not acknowledged as debt 12,457,199,000 6,371,460,000

Other commitments: - -
Documentary credit and short term trade-related transactions - -
Liability on account of outstanding forward exchange contract - -
Forward assets purchased and forward deposits placed - -
Undrawn note issuance and revolving underwriting facilities - -
Undrawn formal standby facilities, credit lines and
other commitments - -
Total Off-Balance Sheet Items 112,418,753,282 113,392,815,019

These financial statements should be read in conjunction with the annexed notes 1 to 54.
Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

Balance with Other banks and financial institutions: 04 5,293,695,066 3,612,914,097
In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131

Loans and advances: 07 212,663,017,332 194,085,656,173

Fixed assets
including land, building, furniture and fixtures: 08 11,380,727,224 11,226,649,745
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Borrowings from other banks, Financial Institutions and agents 10 10,074,391,269 25,758,153,981
Deposit and other accounts: 11 292,429,227,137 252,208,360,096
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Other liabilities: 12 69,049,324,351 44,911,570,722
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
Statutory Reserve 14 4,139,818,028 4,139,818,028
General Reserve 15 5,000,000 5,000,000
Asset Revaluation Reserve 16 7,532,023,591 7,538,417,849
Revaluation & Amortization Reserve 17 117,176,049 269,357,597
Retained surplus 18 (14,543,481,897) 4,978,266,572
Off Balance Sheet Items
Amount in Taka
Undrawn formal standby facilities, credit lines and other commitments - -
Profit and Loss Account
For the year ended 31 December 2012
Amount in Taka
Operating income
Interest and Revenue income 23 23,894,792,205 22,434,672,794
Interest paid on deposits, borrowings etc. 24 19,912,055,753 11,965,996,593
Net interest income 3,982,736,452 10,468,676,201
Investment income 25 8,044,091,527 5,226,461,795
Commission, exchange earnings and brokerage 26 4,143,403,182 4,223,644,366
Other operating income 27 920,184,829 1,127,879,986
Total operating income 17,090,415,990 21,046,662,348
Operating expenses
Salary and allowance 28 4,840,662,717 4,452,305,976
Rent, taxes, insurance, electricity etc. 29 487,258,632 395,195,073
Legal expenses 30 20,399,171 14,071,725
Postage, stamp, telecommunication etc. 31 150,997,707 118,662,891
Stationery, printing, advertisement etc. 32 178,859,477 176,869,644
Chief Executive's salary and allowances 33 4,700,000 4,700,000
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Depreciation and repair of bank's assets 36 492,570,760 337,417,130
Other expenses 37 840,880,564 797,914,767
Total operating expenses 7,023,039,372 6,304,062,506
Profit/(Loss) before amortization, provision & tax 10,067,376,618 14,742,599,842
Amortization of Valuation Adjustment (D) 9.8 1,329,500,000 1,329,500,000
Profit/(Loss) before provision & tax 8,737,876,618 13,413,099,842
Provision for loans and advances 38 24,888,021,560 4,365,034,426
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Net profit/(loss) before Tax (18,642,746,176) 7,344,983,190
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
Net profit/(loss) after Tax (18,620,572,069) 2,499,897,603
Add: Retained surplus 18 4,978,266,572 4,493,889,607
(13,642,305,497) 6,993,787,210
Appropriation:
Statutory Reserve 14 - 1,468,996,638
Bonus Share Issue 901,176,400 546,524,000
901,176,400 2,015,520,638
Earnings Per Share (EPS) 13.3 (187.84) 25.22
142
Consolidated Profit and Loss Account
Amount in Taka

Operating income
Interest and Revenue income 23(a) 23,829,984,929 22,382,485,985
Interest paid on deposits, borrowings etc. 24(a) 19,757,259,418 11,913,809,784
Investment income 25(a) 8,142,960,408 5,312,508,806
Commission, exchange earnings and brokerage 26(a) 4,150,037,566 4,230,405,553
Other operating income 27(a) 1,050,949,536 1,209,438,182
Operating expenses
Salary and allowance 28(a) 4,914,689,602 4,482,497,194
Rent, taxes, insurance, electricity etc. 29(a) 508,340,020 411,665,844
Legal expenses 30(a) 20,405,061 14,071,725
Postage, stamp, telecommunication etc. 31(a) 152,837,445 120,322,767
Stationery, printing, advertisement etc. 32(a) 181,526,091 178,053,409
Chief Executive's salary and allowances 33(a) 4,820,000 5,060,000
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Depreciation and repair of bank's assets 36(a) 498,331,907 341,242,967
Other expenses 37(a) 1,024,828,252 870,807,835
Provision for loans and advances 38(a) 24,962,031,507 5,293,098,945
Other provision 39(a) 2,492,601,234 1,703,082,226
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
Add: Retained surplus 18(a) 4,633,770,065 5,041,597,968
Add: Prior year adjustment for Agrani SME (1,012,729) -
Add: Foreign Currency Translation Gain/(Loss) 19 3,499,058 22,855,772
(14,061,444,267) 6,672,146,475
Appropriation: - -
Statutory Reserve 14(a) 5,709,198 1,468,996,638
Minority Interest 20 32 -
Foreign Currency Translation Reserve 3,499,058 22,855,772
910,384,688 2,038,376,410
Earnings Per Share (EPS) 13.3(a) (188.62) 16.22
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
Dated, Dhaka
June 30, 2013
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
144
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
(MD. NAZRUL ISLAM FARAZI)
General Manager
(MOHAMMAD SHAMS-UL ISLAM)
Deputy Managing Director
(SYED ABDUL HAMID)
(MD. ALTAF HOSSAIN MOLLA)
Director
(ENGR. ABDUS SABUR)
Director
(DR. KHONDOKER BAZLUL HOQUE)
Chairman
ACNABIN
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
Dated, Dhaka
June 30, 2013
145
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Annual Report 2012
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
General Manager
(SYED ABDUL HAMID)
Director
(ENGR. ABDUS SABUR)
Director
Chairman
ACNABIN
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
Dated, Dhaka
June 30, 2013
146
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Consolidated Cash Flow Statement
Amount in Taka
A. Cash flows from operating activities
Interest receipts in cash 42(a) 30,309,829,078 23,279,323,578
Interest payments 43(a) (18,086,960,040) (10,803,303,072)
Dividend receipts 462,919,972 229,475,313
Fees and commission receipts 1,784,809,117 1,994,100,178
Recovery of loans previously written off 520,051,838 3,151,927,443
Cash payment to employees (4,259,064,597) (4,102,627,738)
Cash payments to suppliers (178,859,477) (166,614,969)
Receipts from other operating activities 44(a) 917,672,303 1,145,323,910
Payments for other operating activities 45(a) (1,941,521,652) (1,662,480,467)
Operating profit/(loss) before changing in operating
assets and liabilities 46(a) 9,528,876,542 13,065,124,177
(Increase)/decrease in operating assets
Treasury Bills 1,622,255,647 (6,377,608,108)
Treasury & Other Bond (HFT) (4,089,506,573) 13,783,174,124
Fund advanced to customers (18,681,034,482) (30,829,471,728)
Other assets (1,074,715,032) (1,239,961,047)
(22,223,000,440) (24,663,866,759)
Increase/(decrease) in operating liabilities
Deposit from customers 40,220,867,041 45,882,348,754
Other liabilities (4,419,239,571) (2,626,907,559)
35,801,627,470 43,255,441,195
Net cash from operating activities (A) 23,107,503,573 31,656,698,613
B. Cash flows from investing activities
Treasury & Other Bond (HTM) (2,995,214,842) (45,129,351,833)
Debenture 380,000,000 665,000,000
Purchase of securities (3,486,647,028) (5,761,401,694)
Purchase/ sales of properties, plant & equipment (406,082,580) (453,032,867)
Proceeds from sale of properties, plant & equipment 235,482,646 170,219,514
Net cash from investing activities (B) (6,272,461,804) (50,508,566,880)
C. Cash flows from financing activities
Payment of long term borrowings 19,169,424 (17,044,403)
Receipt from other borrowings (14,246,020,496) 20,416,503,668
Receipt from issue of ordinary share (Right Share) 100,000,000 3,242,820,000
Net cash from financing activities (C) (14,126,851,072) 23,642,279,265
Net increase in cash and cash equivalents (A+B+C) 2,708,190,697 4,790,410,997
Effect of exchange rate change on cash and cash equivalent 2,468,565,865 2,491,206,166
Cash and cash equivalents at the beginning of the year 23,743,228,695 16,461,611,532
Cash and cash equivalents at the end of the year 47(a) 28,919,985,257 23,743,228,695

Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
Dated, Dhaka
June 30, 2013
General Manager
(SYED ABDUL HAMID)
Director
(ENGR. ABDUS SABUR)
Director
Chairman
147
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Annual Report 2012
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
148
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
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PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
149
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
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Annual Report 2012
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
150
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
General Manager
(SYED ABDUL HAMID)
Director
(ENGR. ABDUS SABUR)
Director
Chairman
ACNABIN
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
Dated, Dhaka
June 30, 2013
151
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Annual Report 2012
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
General Manager
(SYED ABDUL HAMID)
Director
(ENGR. ABDUS SABUR)
Director
Chairman
ACNABIN
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
Dated, Dhaka
June 30, 2013
152
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Amount in Taka
PROPERTY AND ASSETS
Cash: 3(a) 20,738,216,368 18,975,905,725

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 6(a) 96,590,995,943 88,279,907,526
Government 71,181,746,665 65,770,929,745
Others 25,409,249,278 22,508,977,781

Fixed assets :
Other assets: 9(a) 30,918,397,208 32,127,606,183
Total assets 378,906,231,980 349,178,129,376
Liabilities:

Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936

Paid-up Capital 13.2 9,912,940,400 9,011,764,000

Reserve: 11,737,282,081 11,737,967,141
AUDITORS' REPORT
audit opinion.
Opinion
Emphasis of Matters
such investments.
as possible.
Amount in Taka



Balance Sheet
Amount in Taka
PROPERTY AND ASSETS
Cash: 03 20,683,023,020 18,928,174,857

In Bangladesh 2,883,930,314 1,883,238,401

Investments: 06 92,419,805,146 85,331,252,876
Government 71,181,746,665 65,770,929,745
Others 21,238,058,481 19,560,323,131


Fixed assets
Other assets: 09 33,576,151,140 34,636,061,097
Total assets 378,716,418,928 348,820,708,845

Liabilities:
Bills payable 4,707,352,470 5,093,320,206
Fixed deposits 158,129,092,861 118,080,107,936
Paid-up Capital 13.2 9,912,940,400 9,011,764,000
Reserve: 11,676,841,619 11,683,235,877
General Reserve 15 5,000,000 5,000,000
Amount in Taka
Amount in Taka
Operating income
Operating expenses
Legal expenses 30 20,399,171 14,071,725
Directors' fees 34 3,473,000 4,395,300
Auditors' fees 35 3,237,344 2,530,000
Other expenses 37 840,880,564 797,914,767
Other provision 39 2,492,601,234 1,703,082,226
Total provision 27,380,622,794 6,068,116,652
Provision for Tax
Current Tax 12.4 1,580,000,000 4,250,000,000
Deferred Tax 9.6 (1,602,174,107) 595,085,587
(22,174,107) 4,845,085,587
(13,642,305,497) 6,993,787,210
Appropriation:
901,176,400 2,015,520,638
153
Cash Flow Statement
Amount in Taka
A. Cash flows from operating activities
Interest receipts in cash 42 30,168,857,049 23,187,497,093
Interest payments 43 (17,832,278,032) (10,750,898,025)
Dividend receipts 429,171,499 215,517,570
Fees and commission receipts 1,772,883,082 1,844,233,072
Recovery of loans previously written off 520,051,838 3,151,927,443
Cash payment to employees (4,434,326,252) (4,102,945,520)
Cash payments to suppliers (178,859,477) (166,614,969)
Receipts from other operating activities 44 914,362,937 1,141,111,657
Payments for other operating activities 45 (1,823,847,122) (1,350,795,719)
Operating profit/(loss) before changing in
operating assets and liabilities 46 9,536,015,522 13,169,032,602
(Increase)/decrease in operating assets
Treasury Bills 1,622,255,647 (6,377,608,108)
Treasury & Other Bond (HFT) (4,089,506,573) 13,783,174,124
Fund advanced to customers (18,577,361,159) (30,829,471,728)
Other assets (1,102,612,262) (1,235,458,531)
22,147,224,347) (24,659,364,243)
Increase/(decrease) in operating liabilities
Deposit from customers 40,220,867,041 45,882,348,754
Other liabilities (4,260,518,287) (2,137,344,166)
35,960,348,754 43,745,004,588
Net cash from operating activities (A) 23,349,139,929 32,254,672,947
B. Cash flows from investing activities
Treasury & Other Bond (HTM) (2,995,214,842) (45,129,351,833)
Debenture 380,000,000 665,000,000
Purchase of securities (2,157,735,350) (4,990,444,260)
Purchase/ sales of properties, plant & equipment (389,560,125) (448,431,730)
Proceeds from sale of properties, plant & equipment 235,482,646 170,219,514
Net cash from investing activities (B) (4,927,027,671) (49,733,008,309)
C. Cash flows from financing activities
Payment of long term borrowings (1,932,318) (10,777,648)
Receipt from other borrowings (15,681,830,394) 19,552,115,573
Receipt from issue of ordinary share (Right Share) - 3,000,000,000
Net cash from financing activities (C) (15,683,762,712) 22,541,337,925
Net increase in cash and cash equivalents (A+B+C) 2,738,349,546 5,063,002,563
Effect of exchange rate change on cash and cash equivalent 2,397,812,286 2,455,329,338
Cash and cash equivalents at the beginning of the year 23,554,350,854 16,036,018,953
Cash and cash equivalents at the end of the year 47 28,690,512,686 23,554,350,854
General Manager
(SYED ABDUL HAMID)
Director
(ENGR. ABDUS SABUR)
Director
Chairman
Dated, Dhaka
June 30, 2013
Amount in Taka

Operating income
Operating expenses
Legal expenses 30(a) 20,405,061 14,071,725
Directors' fees 34(a) 9,448,973 8,115,655
Auditors' fees 35(a) 3,545,958 2,750,060
Other expenses 37(a) 1,024,828,252 870,807,835
Total provision 27,454,632,741 6,996,181,171
Provision for Tax
Current Tax 40 1,613,182,818 4,257,981,794
Deferred Tax 41 (1,601,715,185) 595,085,587
11,467,633 4,853,067,381
(14,061,444,267) 6,672,146,475
Appropriation: - -
910,384,688 2,038,376,410
Annual Report 2012
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Notes to the Financial Statements
As at and for the year ended December 31, 2012

1. BACKGROUND INFORMATION
1.1 Establishment and status of the Bank
Agrani Bank Limited (the Bank) has been incorporated as a Public Limited Company on May 17,
2007 Vide Certificate of Incorporation No. C-66888(4380)/07, The Bank has taken over the
business of Agrani Bank (emerged as a Nationalized Commercial Bank in 1972, pursuant to
Bangladesh Bank (Nationalization) Order No. 1972 (P.O. # 26 of 1972)) on a going concern basis
through a Vendor Agreement signed between the Ministry of Finance of the People's Republic of
Bangladesh on behalf of Agrani Bank and the Board of Directors on behalf of Agrani Bank Limited
on November 15, 2007 with a retrospective effect from July 01, 2007. The Bank's current
shareholdings comprise Government of the People's Republic of Bangladesh and 12 (Twelve)
other shareholders nominated by the Government. The Bank has 889 branches and 05 (five)
windows are working under Islamic Banking Unit complying with the rules of Islamic Sharjah.
1.1.1 Nature of business
The Bank through its Branches and non-banking subsidiaries provides a diverse range of
financial services and products in Bangladesh and in certain international markets.
1.1.2 Islamic Banking Unit
The Bank obtained the Islamic Banking Unit permission vide letter no. BRPD(P-3)745(3)/2009-
2567 dated July 22, 2009. The Bank commenced operation of its 05 (Five) Islamic windows at
February 28, 2010. 05 (Five) Islamic Banking Windows are located at Motijheel, Gulshan,
Agrabad, Laldighipar and Maizdee Court. The Islamic Banking Windows are governed under the
rules and guidelines of Bangladesh Bank. The principal activities of the windows are to provide
all kinds of Islamic Commercial Banking services to its customers.
1.2 The Bank has 4 (Four) Subsidiaries, details of which are given at note no. 1.2.1-1.2.4.
1.2.1 Agrani Exchange House Private Limited, Singapore
Agrani Exchange House Private Limited is a limited liability company incorporated and domiciled
in the Republic of Singapore with the Registration No. 200200048D whose registered office and
principal place of business is located at 5A Lembu Road Singapore 208444. The Company is a
wholly-owned subsidiary of Agrani Bank Limited, a fully state owned bank of Bangladesh, which is
also the Company's ultimate holding company. The principal activities of the Company are to carry
on the remittance business and to undertake and participate in any or all transactions, activities
and operations commonly carried on or undertaken by remittance and exchange house.
1.2.2 Agrani Remittance House SDN. BHD., Malaysia
The company is a private limited liability Company, incorporated and domiciled in Malaysia with
the Registration No. 706823-M whose registered office is located at Suite 13.01, 13th Floor,
Tower Block Plaza Pekeliling, Jalan Tun Razak, 50400 Kuala Lumpur, Malaysia. The Company is
a wholly-owned subsidiary of Agrani Bank Limited, a fully state owned bank of Bangladesh, which
is also the Company's ultimate holding company. The principal activity of the company during the
financial year is that of providing remittance services to legal Bangladeshi expatriates working in
Malaysia.
1.2.3 Agrani Equity and Investment Limited
The company is a public limited registered under the Companies Act 1994. The company was
incorporated in Bangladesh on 16 March 2010 with Certificate of Incorporation No. C-8357/10
whose registered office is located at 9/D, Dilkusha, Motijheel, Dhaka-1000, Bangladesh. The
Company is a subsidiary of Agrani Bank Limited, a fully state owned bank of Bangladesh, which
is also the Companys ultimate holding company. The principal activities of the company
comprised of merchant banking, portfolio management, issue management and underwriting.
1.2.4 Agrani SME Financing Company Limited
The Company has been incorporated as a public limited Company on 27 October, 2010 vide
certificate of incorporation No. C- 87827/10. The company has taken over the ongoing work of
Small Enterprise Development Project (A Norway and Agrani bank funded Project of Ministry of
Finance, Bangladesh) on a going concern basis through a Vendor's Agreement signed between
the Ministry of Finance of the People's Republic of Bangladesh, the Board of Directors on behalf
of the Agrani Bank Limited and the Board of Directors on behalf of the Agrani SME Financing
Company Limited on 27 December, 2011. The principal activities of the company are providing
support to Small and Medium Enterprises all over the country through training program on limited
basis and providing loan to the customers.
2. Basis of preparation and significant accounting policies
2.1 Basis of preparation
The consolidated financial statements of the Group and the financial statements of the Bank as
at and for the year ended 31 December 2012 have been prepared under the historical cost
convention and in accordance with Bangladesh Financial Reporting Standards (BFRSs), the
'First Schedule' (section no. 38) of the Bank Companies Act 1991, as amended by the BRPD
Circular no. 14 dated 25 June 2003, other Bangladesh Bank Circulars, the Companies Act 1994,
the Securities and Exchange Rules 1987 and other laws and rules applicable in Bangladesh. In
case the requirement of provisions and circulars issued by Bangladesh Bank differ with those of
other regulatory authorities and accounting standards, the provisions and circulars issued by
Bangladesh Bank shall prevail.
In addition to foregoing directives and standards, the operations of Islamic Banking Windows are
accounted for in accordance with Financial Accounting Standards issued by the Accounting and
Auditing Organization for Islamic Financial Institutions, Bahrain, and Bangladesh Bank circular
no-15, dated November 09, 2009. A separate balance sheet, off balance sheet and profit and loss
account are attached.
2.2 Basis for Measurement
The financial statements of the Bank have been prepared on the historical cost basis except for
the following material items:
a) Government Treasury Bills and Bonds designated as 'Held for Trading (HFT)' at present
value using marking to market concept with gain crediting to revaluation reserve.
b) Government Treasury Bills and Bonds designated as 'Held to Maturity (HTM)' at present
value using amortization concept.
2.3 Basis for Consolidation
The group consolidated the financial statements this year for the first time. The financial
statements of 2011 also consolidated accordingly. The consolidated financial statements include
the financial statements of Agrani Bank Limited and its four subsidiaries named Agrani Equity and
Investment Limited and Agrani SME Financing Company Limited, Agrani Exchange House
Private Limited, Singapore and Agrani Remittance House, BHD, Malaysia made up to the end of
the financial year. The Consolidated financial statements have been prepared in accordance with
Bangladesh Accounting Standards BAS-27 'Consolidated and Separate Financial Statements'.
These Consolidated financial statements are prepared to a common financial year ended 31
December 2012.
2.3.1 Subsidiaries
Subsidiaries are entities controlled by the group. The financial statements of subsidiaries are
included in the Consolidated Financial Statements from the date that control commences until the
date the control ceases.
2.3.2 Transactions eliminated on consolidation
Intra-group balances and transactions and any unrealized income and expenses arising from
intra-group transactions are eliminated in preparing the Consolidated Financial Statements.
Unrealized gains arising from transactions with equity accounted investees are eliminated
against the investment to the extent of the group's interest in the investee. Unrealized losses are
eliminated in the same way as unrealized gains, but only to the extent there is no evidence of
impairment.
2.4 Use of estimates and judgments
The preparation of consolidated financial statements and financial statements of the Bank
required management to make judgments, estimates and assumptions that affected the
application of accounting policies and the reported amounts of assets, liabilities, income and
expenses. Actual results may differ from these estimates.
Estimates and underlying assumptions have been reviewed considering business realities.
Revisions of accounting estimates have been recognized in the period in which the estimates
have been revised and in the future periods affected, if applicable.
The preparation of financial statements in conformity with adopted BFRS requires the use of
certain critical accounting estimates. It also requires management to exercise its judgment in the
process of applying the Groups accounting policies. The accounting policies set out below have
been applied consistently across the Group and to all periods presented in these financial
statements.
2.5 Materiality, aggregation and offsetting
The Bank aggregates each material class of similar items and separately which are dissimilar in
nature or function unless those are immaterial. The Bank did not offset assets and liabilities or
income and expense, unless required or permitted by BAS/ BFRS.
2.6 Foreign currency transactions
2.6.1 Functional and presentational currency
Financial statements of the Bank have been presented in Taka, which is the Banks functional and
presentational currency.
2.6.2 Foreign currency translation
Foreign currency transactions have been converted into equivalent Taka currency at the ruling
exchange rates on the respective date of such transactions as per BAS 21 The Effects of
Changes in Foreign Exchange Rates. Foreign Currency conversion rates are as follows:

Here, SGD and RM indicate Singaporean Dollar and Malaysian Ringgit respectively.
2.6.3 Commitment
Commitments for outstanding forward foreign exchange contracts disclosed in the consolidated
financial statements and financial statements of Bank have been translated at contracted rates.
Contingent liabilities/commitments for letter of credit, letter of guarantee and acceptance
denominated in foreign currencies have been expressed in Taka terms at the rates of exchange
ruling on the balance sheet date.
2.6.4 Translation gain and losses
Gains or losses arising out of translation of foreign exchange have been included in the Profit and
Loss Statement and in Balance Sheet.
2.6.5 Foreign operations
The results of financial statements of the Bank whose functional currency is not Bangladesh Taka
are translated into Bangladeshi Taka at closing exchange rates while preparing the consolidated
financial statements.
2.7 Reporting period
The accounting period of the bank has been determined to be from 01 January to 31 December
each year and is followed consistently.
2.8 Cash flow statement
Cash Flow Statement is prepared principally in accordance with BAS 7 Cash Flow Statement
under direct method as per the guidelines of BRPD circular no.14 dated 25 June 2003. The Cash
Flow Statement shows the structure of and changes in cash and cash equivalents during the
year. Cash Flows during the period have been classified as operating activities, investing
activities and financing activities.
2.9 Statement of changes in equity
Statement of Changes in Equity has been prepared in accordance with BAS 1 Presentation of
Financial Statements and following the guidelines of Bangladesh Bank BRPD circular no.14
dated 25th June 2003.
2.10 Liquidity statement
The basis of the liquidity statement of assets and liabilities as on the reporting date is given
below:

2.11 Cash and cash equivalents
Cash and cash equivalents include notes and coins on hand, unrestricted balances held with
Bangladesh Bank and highly liquid financial assets which are subject to insignificant risk of
changes in their fair value, and are used by the Bank management for its short-term
commitments.
2.12 Investments
All investments (other than government treasury securities and bonds) are initially recognised at cost,
including acquisition charges associated with the investment. Premiums are amortised and discount
accredited, using the effective or historical yield method. Accounting treatment of government
treasury securities and bonds (categorised as HFT or/and HTM) is made following Bangladesh Bank
DOS circular letter no. 5, dated 26 May 2008 and as amended on 28 January 2009.
2.12.1 Held to Maturity (HTM)
Investments (financial instruments) which have fixed or determinable maturity date and the bank
has no intention to sell before their maturity date irrespective of changes in market prices or the
banks financial position or performance are grouped as held to maturity. Government Treasury
Bills, Government Treasury Bonds and other securities approved for statutory liquidity reserves
have been classified as held to maturity financial asset. These financial assets have been
presented at market value as determined on the basis as mentioned in note 2.12.3. As on
December 31, 2012 financial assets under this head have been valued at Tk. 53,501 million as
against its cost of Tk. 53,344 million.
2.12.2 Held for Trading (HFT)
Investment (financial instruments) are grouped as held for trading if they have been originated,
acquired or incurred principally for the purpose of selling or repurchasing them in the next term.
Treasury bond and quoted shares have been grouped as held for trading instruments.
Instruments under this head have been valued at market price except quoted shares.
Government Treasury Bills, Bonds have been valued using marking to market concept on the
basis as mentioned in note 2.12.3. Gain/(Loss) on revaluation of held for trading instrument is
recognized in the profit and loss account. Quoted shares have been presented at cost instead of
market price as described in note 2.12.5. However total market prices of held for trading
instruments except for quoted share is Tk. 19,090 million as against cost of Tk. 19,073 million as
on 31 December 2012.
2.12.3 Revaluation
As per the DOS (BB) Circular letter no. 05, dated 26 May 2008 & subsequent amendment circular
no. 05, dated 28 January 2009, HFT (Held for Trading) securities are revalued on weekly basis
and HTM (Held to Maturity) securities are amortized on yearly basis. The HTM securities are also
revalued if they are reclassified to HFT category with the Boards approval. Any gain or loss on
revaluation of HTM securities is recognized in the statement of changes in equity. Gain/(Loss) on
revaluation of HFT securities is recognized in the profit and loss account on weekly basis and
gain on revaluation is transferred to statement of changes in equity on monthly basis.
2.12.4 Available for sale
Investments (financial instruments) in shares that have a quoted price but are not held for trading
and investments in shares that are not quoted in an active market and are not held for trading are
grouped as Available for sale. Financial instruments grouped under this head are presented in
note 48. All shares quoted and unquoted have been presented in financial statements at cost
instead of market price as described in note 2.13.5.
2.12.5 Quoted and unquoted shares
Investments in equity instruments/shares that are not quoted in active market are not measured
at fair value due to absence of information required to measure in fair value reliably; so these are
presented at cost. The equity instruments that are quoted in active market are also not presented
at fair value. Abnormal ups and downs have been going on in the market of quoted shares and if
the shares are measured at fair value the results of financial performance will be seriously
misleading for the objective of financial statements. Considering the circumstances, the principle
of presenting the quoted shares in market value has been departed and that departure is replied
with regulatory requirements i.e. Bangladesh Bank guideline. Provision has been made for
diminution in value of shares. Details of quoted and unquoted shares are shown in annexure- C-1
and annexure- C-2 respectively.
2.12.6 Investment and related income
(a) Income on investments other than shares is accounted for on accrual basis concept; and
(b) Dividend income on investment in shares is accounted for in the year when right has been
established.
2.13 Loans and advances
2.13.1 Presentation of loans and advances
i) Loans and advances are initially recognized at fair value, representing the cash advanced
to the borrower plus the net of direct and incremental transaction costs and fees. They are
subsequently measured at amortized cost and shown at gross amount instead of directly
reducing the carrying amount of assets while interest suspense and loan loss provision
against classified advances are shown under other liabilities in the Balance Sheet as per
BRPD Circular no. 14, dated June 25, 2003.
ii) Staff loan of Tk.15,692 million allowed at concessional rate as approved by the authority
are shown under advances as per BRPD Circular no. 14, dated 25 June 2003.
2.13.2 Interest on loans and advances
i) Interest is calculated on unclassified loans and advances and recognized as income
during the year;
ii) Interest calculated on classified loans and advances as per Bangladesh Bank Circulars is
kept in interest suspense account and credited to income on realization;
iii) Interest is calculated on daily product basis but debited to the party's loan account
quarterly. No interest is charged on loans and advances which are classified as bad and
loss;
iv) Total balance of loans and advances as on December 31, 2012 includes bad/loss loan Tk.
37,528 million (solo Tk.37,494 million) on which the Bank did not accrue any interest
because of deterioration of quality of loans and advances determined by the management
and on the basis of instructions contained in Bangladesh Bank Circulars as mentioned in
Note-2.13.3 of this financial statements; and
v) Interest suspense and penal interest, if any, calculated on classified loans and advances
are taken into income in the year of its receipt from the defaulting borrowers.
2.13.3 Provision for loans and advances
Provision for loans and advances has been made on the basis of instructions contained in
Bangladesh Bank BRPD Circular no.14 dated September 23, 2012 in relation with BCD Circular
no.34 dated November 19, 1989, BCD Circular no. 20 dated December 27, 1994, BCD Circular
no. 12 dated September 4, 1995, BRPD Circular no. 16 dated December 6, 1998, BRPD Circular
no. 9 dated May 14, 2001, BRPD Circular no. 09 dated August 20, 2005 and BRPD Circular no.
17 dated December 06, 2005.
2.13.4 Interest and discount income
Interest on loans and advances, investment income and discount income are stated at gross
amount as per requirement of BRPD Circular no 14 dated June 25, 2003.
2.13.5 Written off loans and advances
Loans and advances with no realistic prospect of recovery have been written off against which full
provisions were made earlier and legal cases initiated but pending, except the state owned
enterprises for which no legal actions have been taken. Detailed memorandum records for all
such written off accounts are maintained without reducing the Banks claim.
2.14 Fixed assets and depreciation
a) Fixed assets are stated at cost of acquisition/valuation less accumulated depreciation.
b) Depreciation is charged on straight-line method on all fixed assets at the following rates per
annum:

c) Depreciation at the applicable rates is charged proportionately on additions made during the
year from the month of their acquisition if such assets are acquired in the first half of the
month. Depreciation is charged on assets retiring during the year for the period up to the end
of the month of their retirement if assets are retiring in the second half of the month.
d) Upon retirement of items of fixed assets the cost and accumulated depreciation are
eliminated from the accounts and the resulting gains or losses, if any, are transferred to Profit
and Loss Account.
e) Repairs and maintenances costs of fixed assets are treated as revenue expenditure and
charged to Profit and Loss Account when they are incurred. Depreciation of premises and
equipment is included in general and administrative expenses. Repairs and maintenances
are charged to general and administrative expenses and improvements of fixed assets are
capitalized. Gains and losses on disposals of fixed assets are reflected in other income.
2.15 Other Assets
2.15.1 Provision for other assets
Other assets have been classified as per BRPD Circular No. 14 dated June 25, 2003 of
Bangladesh Bank and necessary provisions made thereon accordingly and for items not covered
under the circular, adequate provisions have been made considering their realize ability.
2.15.2 Written off other assets
Other assets having no realistic prospect of recovery have been written off against full provision
without reducing the claimed amount of the Bank. Notional balances against other assets written
off have been kept to maintain the detailed memorandum records for such accounts/assets.
2.16 Reconciliation of inter branch transactions
Inter branch transactions are reconciled on a regular basis and balance of un-reconciled entries
at the closing date is accounted for according to its nature.
2.17 Assets pledged as security
The Bank has no secured liabilities except as mentioned in Note-10.2 to the financial statements
and there was no asset pledged as security against liabilities.
2.18 Revenue recognition
Revenue is recognized only when it is probable that the economic benefits associated with the
transaction will flow to the entity. Items are treated as revenue/income when there is no existence
of risk or uncertainty regarding their realize ability.
2.19 Fees and commissions
The recognition of fees revenue including commissions is determined by the purpose for the fees
and the basis of accounting for any associated financial instruments. Fees earned from services
that are provided over a specified service period are recognized over that service period. Fees
earned for the completion of a specific service or significant event are recognized when the
service has completed or the event has occurred.
Fees and commissions consist mainly of fees for opening of letters of credit and issuance of
guarantees in BDT and in foreign currencies. Fees and commissions are charged when they
become due. Commissions arising from foreign currency transactions are reported as income.
2.20 Interest paid and expenses
In terms of the provision of the Bangladesh Accounting Standard (BAS-1) Presentation of
Financial Statements, the interests and other expenses are recognized on accrual basis.
2.21 Retirement benefit scheme
The Bank operates two alternative retirement benefit schemes for its permanent employees,
elements of which are as under:
a) Contributory provident fund (CPF) scheme
i) Employees contribution 10%;
ii) Bank's contribution 10%;
iii) This fund is operated by a Board comprising of 6 Trustees and
iv) Employees enjoying contributory provident fund facilities are entitled to get
gratuity for 2 months last basic pay drawn for each completed year of service
subject to completion of minimum 10 years of service.
b) General pension fund scheme
i) Pension
The Bank operates a pension scheme. This fund is operated by a Board
comprising of 7 Trustees.
ii) Annual provision

This has been named as Superannuation Fund (SAF) created for paying pension to retiring
employees. The fund is shown under other liabilities head.
iii) General provident fund (GPF)
Employees opted for pensions are also contributing 10%-30% of basic salary as per their
desire to GPF. The Bank does not contribute any amount to the GPF against these
employees. The Fund is shown under Sundry Deposit.
2.22 Death relief grant scheme
The Bank operates a Death Relief Grant Scheme since January 01, 1989, which replaced the
group insurance scheme. The scheme is applicable to all employees of the Bank and payments
out of this fund are made to the successors of the employees on their death while in Bank's
service and quantum of payment is determined as per scale and grade of such employees.
2.23 Taxation
The Bank recognizes the current and deferred tax in the financial statements using the provisions
of the prevailing tax laws applicable in Bangladesh and as per BAS-12 (Income Taxes). Current
and deferred taxes are charged or credited to equity if the tax relates to items that are charged or
credited directly to equity. Status of current and deferred tax is as under:
i) Past tax liability: Income Tax assessment has been finalized up to 2004 except 2002 and
appeal pending for the year 2002, 2005, 2006 and 2007. The return has been submitted
for the year 2008, 2009, 2010 and 2011. The submission of tax return for the year 2012 is
in process.
ii) Current tax: Tk.1,613 million ( solo Tk.1580 million) has been made for provision for the
year 2012 as against Tk.4,258 million (Solo Tk.4,250) in the year 2011. Details of Tax
assessment are shown annexure-F. While calculating provision for tax, Amortization of
Valuation Adjustment amounting to Tk.1329.50 million has been considered as
admissible expense.
iii) Deferred tax: Deferred tax has been calculated as per Bangladesh Accounting
Standard-12 Income Taxes. Calculation shows deferred tax assets of Tk. 4,398 million
(Note - 9.6), which has been accounted for accordingly as against previous years figure
of Tk. 2,796 million. Difference amount of Tk. 1,602 million has been credited to the Profit
& Loss Account.
Provisions are recognized if the Bank has a present legal or constructive obligation as a result of
past events, if it is probable that an outflow of resources will be required to settle the obligation,
and a reliable estimation can be made of the amount of the obligation.
The amount recognized as a provision is the best estimate of the consideration required to settle
the present obligation as of the Balance Sheet date, taking into account the risks and
uncertainties surrounding the obligation.
2.25 Loan commitments
No loan commitments are found to be designated at fair value through profit or loss under the fair
value option. All loan commitments remain as off balance sheet item.
2.26 Offsetting of asset and liability
The value of any asset or liability as shown in the balance sheet are not off-set by way of
deduction from another liability or asset unless there exist a legal right therefore. No such incident
existed during the year.
2.27 Post balance sheet events
No material event occurred after the Balance Sheet date that could affect the values stated in the
2.28 Segment reporting
For the purpose of Segment Reporting as per Bangladesh Financial Reporting Standard-8, the
following segments relating to revenue, expenses, assets and liabilities have been identified and
shown in the related notes accordingly as primary/secondary segments.
i) domestic operations in line with geographical segments;
ii) banking operations comprising of branches of the banking entity; and
iii) treasury operations comprising of the banking entity.
a) Geographical location wise segments report
b) Segment report by nature of operation
2.29 Risk management
The risks of Agrani Bank Limited have been defined as the possibility of losses, financial or
otherwise. The Risk Management of the Bank covers 6 (six) Core Risk Areas of banking i.e.
Credit Risk Management, Foreign Exchange Risk Management, Asset Liability Management,
Prevention of Money Laundering, establishment of Internal Control & Compliance and
Information & Communication Technology (ICT) risk. The prime objective of the risk management
is that the Bank takes well calculative business risks while safeguarding the Bank's capital, its
financial resources and profitability from various risks. In this context, the Bank has implemented
various steps as per the guidelines of Bangladesh Bank.
2.29.1 Credit Risk Management
Credit Risk is one of the prime risks of the Bank. It indicates the potential loss arising from
contractual failure of the borrower with the Bank. The failure may be resulted from unwillingness
of the borrower to repay or due to decline of the financial conditions. Therefore, Bank's Credit
Risk Management activities have been designed to address all these issues.
On the basis of Bangladesh Bank's Credit Risk Management (CRM) policies, Agrani Bank
Limited has formulated a Manual of Credit Risk Management Policies which has been approved
by Bank's Board of Directors, already in force. These help to bring the credit operation of the
Bank to the level of international standard.
The organizational structure of Bank's Head Office has been designed in line with CRM
guidelines. The duties of the officers/executives, working in credit areas, have been segregated
for smooth functioning. Credit approval, administration, monitoring and recovery function have
been segregated and functioning accordingly. Credit Risk Management activities ensure
maintaining asset quality, assessing risks in lending to particular customer, sanctioning credit,
formulating policy/strategy for lending operation, etc.
A thorough due diligence is done before sanction of any credit facility as per Credit Risk
Management Policy. The risk assessment includes borrower risk analysis, financial analysis,
industry analysis, historical performance of the customer, security against credit facility, etc. The
assessment process is initiated at Branch/Credit Division which is placed before the Credit
Committee (CRE-COM)/Board for approval/decline.
In determining single borrower/large loan limit, the instructions of Bangladesh Bank are strictly
followed. Internal Audit is conducted at periodical interval to ensure compliance of the policies of
the Bank and Regulatory bodies.
2.29.2 Foreign Exchange Risk Management
The risk of foreign exchange transactions has been streamlined to earn a potential gain through
the Treasury Department. i.e. Fund Management Division which is run by a group of structured
manpower. Although the global economic scenario was very much alarming because of the crisis
in all economic phenomena, still the Bank has faced it prudently leading to higher profit compared
with the previous record of the Bank. It has become possible by Treasury Department through
optimum use of open position limit fixed by Bangladesh Bank with a view to generating maximum
revenue.
There is an active participation in inter-bank foreign exchange market. The foreign exchange risk
of the Bank is minimal as majority of the transactions are carried out on behalf of the customers
requirement for various trade finance and remittance activities. The Bank did not conduct any
speculative deal in foreign currency for the year. To minimize any potential loss arising from
currency fluctuation, the Bank does conduct cross currency activities to consolidate its currency
position into a single foreign currency by converting its inflow of various currencies due to
customers export activities and remittances from abroad.
In compliance with the Bangladesh Bank Guidelines, Agrani Bank Limited has prepared Foreign
Exchange Risk Management Manual covering the Foreign Exchange Risk and Policy related with
Foreign Exchange dealings. As per terms and conditions of the Manual, Treasury Front Office,
Back Office and Mid Office have been established under separate management.
To facilitate the treasury functions, individual limit for the dealers and dealing room limit including
Stop Loss limit, Trigger limit and Counter Party limit have been fixed up and therefore there is no
scope to take any excessive risk by any dealer. To keep the deal very much transparent and to
avoid the future dispute a Voice Recorder has been set-up in the dealing room. The foreign
exchange risk of the Bank is minimal as all the transactions are carried out on behalf of the
customer against L/C commitment and other outward remittances. No dealing on Bank's account
was conducted during the year.
To support the activities of Treasury Department, an independent Treasury Back Office is
functioning through an independent organizational chain. The personnel working under Back
Office are very much well equipped to settle and reconcile the day to day deal transactions. Back
Office is responsible for verification of the deals and passing of entries in the books of accounts.
All Nostro accounts are reconciled on fortnightly basis and the management for its settlement
reviews outstanding entry beyond 15 days.
2.29.3 Asset Liability Management (ALM)
Asset and Liability Management is one of the key essentials of managing a Banks balance sheet
efficiently. In line with the ongoing reform and modernization program, Agrani Bank Limited has
retooled its ALM to deliver modern, dynamic, vibrant & futuristic process through the adaptation
of international best recognized practice.
Considering all the risk factors Agrani Bank Limited has established an effective ALM process for
assessing, analyzing and reviewing various kinds of risk exposures arising from the composition
and dynamics of the balance sheet. Asset Liability Committee (ALCOM) of the Bank is regularly
reviewing these risk exposures and advised for 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 maintained its liquidity at satisfactory level to meet the requirements of all types
of customers.
At present the markets are fraught with various kinds of risk around the corner. Each element of
risk is segmented, fragmented and quantified before it is loaded in the balance sheet of the Bank.
A clear balance sheet management strategy is articulated to senior management from the
beginning of the year so that they are fully aware of the ALM strategies.
2.29.4 Prevention of Money Laundering
Money laundering risk is defined as the loss of reputation and expenses incurred as penalty for
being negligent in prevention of money laundering. For mitigating the risks the Bank has a
designated Chief Compliance Officer at Head Office and compliance officers at branches, who
independently review the transactions of the accounts to verify suspicious transactions. Manuals
for prevention of money laundering have been established. Meticulous records of `Know Your
Customer (KYC) & Transaction Profile (TP) are being maintained. Cash Transaction Report
(CTR) and Suspicious Transaction Report (STR) (if any observed) are sent to competent
authority in strict adherence to Central Bank directives. Training has been continuously given to
the category of officers and executives for developing awareness and skills for identifying
suspicious activities.
2.29.5 Internal Control and Compliance
Operational loss may arise from error and fraud due to lack of internal control and compliance.
Management, through Internal Control and Compliance Division, controls operational procedure
of the Bank. According to the Bangladesh Bank guidelines, Agrani Bank Ltd. has introduced three
Units under Internal Control and Compliance (ICC). The three units are: Compliance, Monitoring
and Audit and Inspection. The Monitoring unit is named as Audit Implementation Division. Internal
Audit and Inspection Division undertakes periodical and special audit of the branches and
divisions at Head Office for review of operational effectiveness and internal/external compliance
requirements. The Board Audit Committee subsequently reviews the very serious lapses (VSLs)
identified by Audit and Inspection Division.
2.29.6 Information and Communication Technology (ICT) Risk
Use of ICT in Agrani Bank Limited is increasing tremendously with the increased use of ICT. It
become necessary to be more careful to address the risk associated to ICT security. Bank has
156

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
of customers.

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
Currency 2012 2011
SGD 65.3171 63.1997
RM 26.2473 25.6400
revenue.
of customers.
158

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
Balance with other banks and financial institutions Maturity term
Investments Respective maturity terms
Loans and advances Repayment schedule basis
Fixed assets Useful life
Other assets Realization/ amortization basis
Borrowing from other banks, financial institutions and agents Maturity/ repayments terms
Deposits and others accounts Maturity term/ Previous trend
Other liabilities Payments/ adjustments schedule basis
Particulars Basis
of customers.

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
of customers.
160

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
of customers.

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
Land Nil
Building 2.50%
Furniture and Fixture 10.00%
Library Books 10.00%
Motor Vehicles 20.00%
Office Equipment 20.00%
Electric Materials 20.00%
Computer and Computer accessories 20.00%
of customers.
162

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
Year % of basic pay
1986 to 1994 10%
1995 to 1999 18%
2000 to 2003 25%
2004 to 2005 30%
2006 35% (Actuarial valuation has been performed and necessary
provision are being maintained in the accounts as per valuation)
2007 to 2012 30% (Necessary provisions are being maintained in the
accounts)
of customers.

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
of customers.
164

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
Number of Branches 150 77 129 64 136 58 52 36 83 104 - 889
Interest income 14,804 3,506 1,231 767 856 356 413 521 661 716 - 23,830
Interest on Branch A/C ( Net) (3,640) (1,008) 617 65 518 905 84 235 733 1,491 - -
Interest paid on deposits etc. (14,524) (2,339) (720) (362) (268) (196) (179) (318) (389) (463) - (19,757)
Net interest income 280 1,167 511 405 588 160 234 203 272 253 - 4,073
Investment income 8,143 - - - - - - - - - - 8,143
Commission, and others 3,494 210 66 62 80 14 50 21 53 100 - 4,150
Other operating income 395 92 93 55 8 36 57 46 80 94 97 1,051
Total operating income 12,312 1,468 670 521 676 210 340 270 406 447 97 17,417
Allocated expenses (4,852) (542) (298) (352) (437) (71) (110) (87) (231) (255) 84 (7,319)
Operating profit (loss) 7,461 926 372 169 240 139 230 183 174 192 13 10,098
Operating profit (loss) as % 73.88% 9.17% 3.69% 1.67% 2.37% 1.38% 2.28% 1.81% 1.73% 1.90% 0.12% 100.00%
Figure in million (Tk.)
For the year ended December 31, 2012
Branches of the banking entity and operations in line with geographical segments
Particulars
Dhaka Total Chittagong Khulna Rangpur Rajshahi Sylhet Barisal Faridpur Mymensing Comilla Out side
Bangladesh
Figure in million (Tk.)
Nature of operation
Operating profit from banking operation 1,995 19% 2,023 20%
Operating profit from investment operation 8,143 81% 8,044 80%
Total operating profit 10,098 100% 10,067 100%
Consolidated Solo
Amount In % Amount In %
of customers.

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
of customers.
166

Malaysia.
December 2012.
2.3.1 Subsidiaries
impairment.
statements.

2.6.3 Commitment
below:

commitments.
2.12 Investments
2.12.3 Revaluation
established.
during the year;
loss;
annum:

and Loss Account.
2.15 Other Assets
i) Pension

2.23 Taxation
in process.
admissible expense.
& Loss Account.
revenue.
of customers.
formulated well defined ICT policy in line with the international best practices and prudential
guidelines of Bangladesh Bank on ICT security. Besides the policy bank also prepared
implementation manual for user at all level in conformity with the ICT policy. An ICT Audit manual
has been prepared and is in use for auditing ICT activities of the bank to assure that the policy
and the procedure are meticulously followed while using ICT by the user at any level.
2.30 Financial guarantees
Financial guarantee contracts are contracts that require the issuer to make specified payments to
reimburse the holder for a loss it incurs because a specified debtor fails to make payments when
due in accordance with the terms of a debt instrument. Such financial guarantees are given to
banks, financial institutions and other parties on behalf of customers to secure loans, overdrafts,
other banking facilities and other various payments. Financial guarantees are recognized in the
financial statements at fair value on the date the guarantee was given as contingent liability.
2.31 Related party transactions
Parties are considered to be related if one party has the ability to directly or indirectly control the
other party or exercise significant influence over the other party in making financial or operational
decisions. During the year the Bank has some transactions with the Government (owner of the
Bank) in respect of banking business like loans and advances, guarantees and commitments as
mentioned below:
168
Related party relationship disclosure during the year 2012 (BAS-24 Related Party Disclosure)
Sl.
no.
Name of Related Party
Related Party
Relationship
Transaction
Amount Tk.
Natures
1 Government (Note-21.1) Owner 36,737,694 Letter of Guarantee
2 Government (Note-6) Owner 71,181,746,665 Government Securities
3 Government (Note-9) Owner 6,486,620,470 Advance Income Tax
4 Ministry of Food and other Ministry Owner 253,353,000 Loans and Advances
(Note-7.3.b)
5 State Owned Enterprises Enterprises 18,535,483,000 Guarantees for Loans
(Note-7.3.b) Owned by and Advances (Funded
Government and Non-Funded) to
State
6 Government (Note-11.d) Owner 17,928,378,523 Deposit (CD, SB,
FDR, STD and special
purpose deposit).
7 Agrani Exchange House Pvt. Ltd., Subsidiary 6,457,000 Investment in
Singapore Company subsidiary company
8 Agrani Remittance House SDN.BHD, Subsidiary 8,967,168 Investment in
Malaysia Company subsidiary company
9 Agrani Equity & Investment Ltd. Subsidiary 2,000,000,000 Investment in
Company subsidiary company
10 Agrani SME Financing Com. Ltd. Subsidiary 600,000,000 Investment in
Company subsidiary company
Annual Report 2012
169
Name of Bangladesh Accounting Standards (BAS) BAS No. Status
Presentation of Financial Statements 1 Applied
Inventories 2 N/A
Statement of Cash Flows 7 Applied
Accounting Policies, Changes in Accounting Estimates and Errors 8 Applied
Events after the Reporting Period 10 Applied
Construction Contracts 11 N/A
Income Taxes 12 Applied
Property, Plant and Equipments 16 Applied
Leases 17 N/A
Revenue 18 Applied
Employee Benefits 19 Partly Applied
Accounting for Govt. Grants and Disclosure of Government Assistance 20 N/A
The Effects of Changes in Foreign Exchange Rates 21 Applied
Borrowing Costs 23 Applied
Related Party Disclosures 24 Applied
Accounting & Reporting by Retirement Benefit Plans 26 N/A
Consolidated and Separate Financial Statements 27 Applied
Investments in Associates 28 N/A
Interest in Joint Ventures 31 N/A
Financial Instruments: Presentation 32 Applied
Earnings per share 33 Applied
Interim Financial Reporting 34 N/A
Impairment of Assets 36 Applied
Provisions, Contingent Liabilities and Contingent Assets 37 Applied
Intangible Assets 38 Not Applied
Financial Instruments: Recognition and Measurement 39 Applied
Investment Property 40 Applied
Agriculture 41 N/A
Name of Bangladesh Financial Reporting Standards (BFRS) BFRS No. Status
First-time Adoption of Bangladesh Financial Reporting Standards 1 N/A
Share-Based Payment 2 N/A
Business Combinations 3 N/A
Insurance Contracts 4 N/A
Non-Current Assets Held for Sale and Discontinued Operations 5 N/A
Exploration for and Evaluation of Mineral Resources 6 N/A
Financial Instruments: Disclosures 7 Applied
Operating Segments 8 Partly Applied
2.32 Compliance of Bangladesh Accounting Standards (BAS) and Bangladesh
Financial Reporting Standards (BFRS)
Annual Report 2012
170
Dr. Khondoker Bazlul Hoque Chairman 09-09-2009 01
Professor, Department of International Business,
University of Dhaka.
Arastoo Khan Director 24-12-2012 01
Additional Secretary, Finance Division
Ministry of Finance
Government of the Peoples Republic of Bangladesh.
A.K. Gulam Kibria, FCA Director 24-09-2009 01
Chartered Accountant, G. Kibria & Co.
24-25 Dilkusha C/A (5th Floor), Dhaka.
Engineer Md. Abdus Sabur Director 09-09-2009 01
Engineer and Industrialist
4 Motijheel C/A (2nd Floor), Dhaka-1000.
Niaz Rahim Director 20-12-2012 01
Rahim Afrooz Group of Company, 1/A Gulshan Avenue
(3rd Floor), Gulshan-1, Dhaka-1212.
Advocate Balaram Podder Director 20-12-2012 01
21/A, Purana Paltan (3rd Floor), Dhaka-1000.
Prof. Dr. Md. Abdur Rouf Sardar Director 20-12-2012 01
Director, Bangladesh Medical College Hospital
House # 33, Road # 14/A, Dhanmondi R/A, Dhaka.
Shameem Ahsan Director 20-12-2012 01
South Breeze Apartments, 8 Gulshan Avenue
Apt.# 53, Gulshan-1, Dhaka-1212
Md. Altaf Hossain Molla Director 20-12-2012 01
Garden Valle, Flat # A-3, 51/1, Circular Road
Hatirpool, Kalabagan, Dhaka-1205
ABM Kamrul Islam Director 20-12-2012 01
Joint Secretary (Rtd.) 16/C, Lake Circus, Kalabagan
Flat # 02, Kalabagan, Dhaka-1205
Hasina Newaas Director 20-12-2012 01
32/A, Mymemsing Lane, Bangla Motor, Dhaka.
Syed Abdul Hamid , PhD Managing 20-04-2010 N/A
Agrani Bank Limited, Head Office, Dhaka. Director & CEO
Name and address Status
Date of original
appointment
No. of shares
held in the Bank
2.33 Particulars of Directors and their interest in the Bank (31-12-2012)
Annual Report 2012
171
2.34 Name of the Directors and their interest in different entities (31-12-2012)
Dr. Khondoker Bazlul Hoque Director &
Chairman
Professor
Department of International Business,
Karobi, 15E, 3 & 3A, Diganto
Paribagh, Dhaka-1000.
Arastoo Khan Director Additional Secretary, Planning Commission
Complex, Room No. 6, Block No. 16,
Sher-E-Banglanagar, Dhaka.
House # 21/B, Aptt. # B-4
Road # 8, Gulshan -1
Dhaka-1212
A.K. Gulam Kibria, FCA Director Chartered Accountant
G. Kibria & Co.
24-25 Dilkusha C/A (5th Floor), Dhaka.
House # 12, Road # 95
Aptt. # 4/C, Gulshan-2
Dhaka-1212.
Engineer Md. Abdus Sabur Director Engineer and Industrialist
4 Motijheel C/A (2nd Floor), Dhaka.
20 Green Corner, Green
Road, Dhaka-1205.
Niaz Rahim Director Rahim Afrooz Group of Company
1/A, Gulshan Avenue (3rd Floor)
Gulshan-1, Dhaka-1212.
House # NE(G) 7B, Road # 83
Gulshan-2, Dhaka-1212.
Advocate Balaram Podder Director Advocate
21/A, Purana Paltan (3rd Floor)
Dhaka-1000.
Dom-Inno (Altura)
A-7 (5th Floor), 342, Segun
Bagicha, Dhaka-1000.
Prof. Dr. Md. Abdur Rouf Sardar Director Director,
Bangladesh Medical College Hospital
House # 33, Road # 14/A
Dhanmondi R/A, Dhaka.
House # 23/D, Road # 3
Dhanmondi R/A
Dhaka-1209.
Shameem Ahsan Director South Breeze Apartments
8 Gulshan Avenue
Apt. # 53, Gulshan-1, Dhaka-1212
Prasad Baibav Apartments
House # 19, Apt. # F4, Road # 96
Gulshan-2, Dhaka.
Md. Altaf Hossain Mollah Director Garden Valle, Flat # A-3
51/1, Circular Road, Hatirpool
Kalabagan, Dhaka-1205
Garden Value, Flat # A-3
51/1, Circular Road, Hatirpool
Kalabagan, Dhaka-1205.
ABM Kamarul Islam Director Joint Secretary (Rtd.)
16/C, Lake Circus, Kalabagan, Flat # 02
Kalabagan, Dhaka-1205.
16/C, Lake Circus
Kalabagan, Flat # 12,
Dhaka-1205.
Hasina Newaaz Director 32/A, Mymemsing Lane
Bangla Motor, Dhaka.
33, Mymemsing Lane
Bangla Motor, Dhaka.
Name of the
Directors
Residence
Entities where they have interest
&
Position with the Entities
Designation
with ABL
Annual Report 2012
Mr. Ranjit Kumar Chakraborty, Chairman of the Audit Committee retired on December 27, 2012. New audit
committee was not formed for remaining days of 2012. However, new audit committee was formed on
February 20, 2013.
2.35.2 Board Audit Committee
The Board Audit Committee played an important role during 2012 for efficient and safe banking
system. The Committee ensured close co-operation between the management and the ultimate
supervisory authority- the Board of Directors. It also performed a vital role by identifying various
risk factors that arose from the business activities of the Bank; by periodically reviewing the audit
reports for safe, sound and disciplined banking operations. Besides these, the Audit Committee
has directed the concerned to allocate right man for audit, prepare Risk-based audit planning,
reduce the number of objections of the same nature raised by internal audit by making groups
according to the nature of objection, re-define the serious objections and very serious objections
and reconcile all pending entries. On the basis of the policy guidelines of Audit & Inspection of the
bank, 3 Divisions of Head Office, 510 branches, 27 Corporate Branches, 13 AD (Authorized
Dealer) Branches, 15 Zonal Offices, 12 branches (on the basis of issues/inspection), i.e. a total
of 580 branches/divisions were audited against the target of 450 branches under Annual Audit
Plan-2012, indicating an achievement rate of 129% of the target for the year 2012.
2.35.3 Important decisions
Important decisions were taken by the Audit Committee in 14 (Fourteen) meetings held during the
reporting year 2012. In those meetings emphasis were given on the following issues:
1. The Committee analyzed the implementation status of Audit plan 2012. The Committee also
looked into the Annual Audit Plan-2013 of the Bank and approved the same.
2. The committee finalized the Balance Sheet and Profit and Loss Account of the Bank as on
31-12-2012 for approval of the Board.
3. The Committee recommended inspection of branches by Zonal heads and emphasized cross
examination of every case while making such inspections.
172
2.35.1 Audit Committee (31-12-2012)
Ranjit Kumar Chakraborty Director Chairman Additional Secretary,
Finance Division,
Ministry of Finance,
Govt. of the Peoples
Republic of
Bangladesh.
7, Gulfassion
(3rd Floor),
Baily Road,
Dhaka.
Dr. Khondoker Bazlul Hoque Chairman Member Professor,
Department of
International
Business, University
of Dhaka
Karobi, 15E, 3 & 3A,
Diganto, Paribagh,
Dhaka-1000.
A.K Gulam Kibria, FCA Director Member Chartered
Accountant,
G.Kibria &Co. 24-25
Dilkusha C/A(5th
Floor), Dhaka.
House # 12,
Road # 95
Aptt. # 4/C,
Gulshan-2,
Dhaka-1212.
Present Residence
Name
Status with
the Bank
Status
with the
Committee
Address
4. The Committee looked into the bill purchase against local LCs by the 10 (Ten) Corporate
branches situated in Dhaka. The Committee also enquired about whether any malpractices were
done or not while purchasing such kinds of LCs and suggested putting forwards some
recommendations on mitigating on this score.
5. The Committee after making necessary corrections approved the inspection by Bangladesh Bank
on head office of this bank concerning foreign exchange based on the balance as on 01-11-2010
to 30-11-2011.
6. After making necessary corrections the committee also approved the inspection by Bangladesh
Bank on Head Office and 245 branches of this bank based on the balance as on 30-09-2011.
7. The committee recommended strengthening the activities of the Quality Assessment Team
(QAT).
8. The committee enquired about whether the quality/standard of audit has improved or not after
formation of Circle Audit Cell.
9. The committee recommended Credit Risk Evaluation on the basis of BASEL II guidelines.
10. The committee recommended Refreshers Course for all of the auditors of Audit and Inspection
Division.
2.35.4 Instruction of Committee
Beyond that, the committee instructed the Bank Management to perform the following activities
regularly:
a) To perform issue based audits;
b) To perform auditing on random basis;
c) To cover auditing of all branches of the bank in every 3 years;
d) To set priority area for auditing;
e) To minimize the audit objections through strengthening the internal control systems;
f) To ensure the appropriate implementation of the audit recommendations;
g) To collect the report of regularization of the irregularities/objections raised by the Audit Team as
soon as possible;
h) To take steps to scrutinize the implementations of the objections on random basis;
i) To place the most irregularities/objections raised by Internal Audit to the Audit Committee in the
form of Executive Summary;
j) To prepare Risk-based audit planning, reduce the number of objections of the same nature raised
by internal audit by making groups according the nature of objection and redefine the serious
objections and very serious objections; and
k) To fix up the criteria for selection of External Auditor.
Annual Report 2012
2.36 Shariah Supervisory Committee (31-12-2012)
2.37 General
a) Figures have been rounded off to the nearest taka.
b) Prior Years figures have been shown for comparison purposes and rearranged wherever
necessary to conform to current years presentation.
c) Conversion rate is calculated based on the simple average of buying and selling rate.
174
Prof. Moulana Mohammad Salahuddin Chairman Khatib
National Mosque, Baitul
Mokarram Dhaka.
34/1 (3rd Floor), Zigatola
Dhanmondi, Dhaka.
Prof. Dr. A.N.M. Raisuddin Member Professor
Department of Islamic
Studies, University of
Dhaka.
28/E, Isha Khan Road R/A
Prof. Dr. Muhammad Abdur Rashid Member Professor
Department of Islamic
Studies University of
Dhaka.
Building No. 65/G
Shaheed Giasuddin R/A,
Prof. Dr. K.M. Saiful Islam Khan Member Professor
Department of Arabic
Sergent Jahurul Hoque
Hall, House Tutors
Quarter, University of
Dhaka.
Prof. Dr. Mohammad Yousuf Member Professor
Department of Persian
Language & Literature,

35/H, North Fullar Road
R/A, University of Dhaka.
Prof. Mohammad Abu Taleb Member Professor
Department of Banking
A/1, Hazi Md. Mohsin Hall,
House Tutors Quarter,
Md. Mukhlesur Rahman Member Central Shariah Board
Islamic Banks of
Bangladesh, Dhaka.
House-09
(1st Floor), Road-15,
Sector-12, Uttara, Dhaka.
Md. Habibul Alam Member
Secretary
Deputy General Manager
Agrani Bank Limited
Islamic Banking Unit,
Head Office, Dhaka.

House No. 39 (3rd Floor),
Road No. 15, Monsurabad
R/A, Adabar, Dhaka.
Address
Office Residence
Name
Status with
the
Committee
31-12-2012 31-12-2011
Taka Taka
3 Cash
3.1 Cash in Hand
Local Currency 3,308,182,104 2,994,620,166
Foreign Currencies 326,994,676 269,058,188
3,635,176,780 3,263,678,354
3.2 Balance with Bangladesh Bank and its agent bank:
Bangladesh Bank (Note - 3.2.1) 15,736,352,049 13,962,448,168
Sonali Bank Limited as agent of Bangladesh Bank (Note - 3.2.2) 1,311,494,191 1,702,048,335
17,047,846,240 15,664,496,503
Total (Note 3.1+3.2) 20,683,023,020 18,928,174,857
3.2.1 Balance with Bangladesh Bank
Local Currency 15,711,043,756 13,927,016,183
Foreign Currencies 25,308,293 35,431,985
15,736,352,049 13,962,448,168
3.2.2 Balance with Sonali Bank Limited
Local Currency 1,311,494,191 1,702,048,335
Foreign Currencies - -
1,311,494,191 1,702,048,335
3.3 Cash Reserve Requirement (CRR) and Statutory Liquidity Ratio (SLR):
Cash Reserve Requirement and Statutory Liquidity Ratio have been calculated and maintained as per Section 33 of
the Bank Companies Act 1991 and BRPD Circular No (P)683/2005-2996 dated 25-08-05.
As per MPD Circular No.04 dated 01 December, 2010, the amount of CRR required to be maintained @ 6% of total
demand and time liabilities daily on bi-weekly average basis subject to the condition that the amount of CRR so
maintained should not be less than @ 5.5% in any day effecting from 15 December, 2010.
3.3.1 Cash Reserve Requirement (CRR)
Minimum Reserve Required @ 5.5% of Total Demand and Time Liabilities 14,827,595,390 12,040,089,740
Required Reserve @ 6% of Average Demand and Time Liabilities 16,175,558,610 13,134,643,350
Actual Reserve held with Bangladesh Bank 16,113,545,000 14,590,974,000
Surplus/ (Defcit) (62,013,610) 1,456,330,650
As per MPD circular # 4 dated 01 December 2010 daily CRR may kept @ 5.5% on daily basis. But bi-weekly average
amount not below 6% of Total Time & Demand Liabilities.
3.3.2 Cash Reserve Requirement (bi-weekly average)
Required Reserve @ 6% of Average Demand and Time Liabilities 16,175,558,610 13,134,643,350
Actual Reserve held with BB (on average for last bi-weekly of December) 16,282,838,650 11,894,682,000
Surplus/(Defcit) 107,280,040 (1,239,961,350)
3.3.3 Statutory Liquidity Ratio (SLR)
Required Reserve @19% of Total Demand and Time Liabilities 51,222,602,270 41,593,037,280
Actual Reserve held 79,729,428,020 66,884,750,430
Surplus/(Defcit) 28,506,825,750 25,291,713,150
3(a) Consolidated Cash
(i) Cash in Hand:
Agrani Bank Limited 3,635,176,780 3,263,678,354
Agrani Equity & Investment Limited - -
Agrani SME Financing Limited 28,618 64,590
Agrani Exchange House Pvt. Limited Singapore 55,105,490 47,666,099
Agrani Remittance House SDN. BHD. Malaysia 59,240 179
3,690,370,128 3,311,409,222
(ii) Balance with Bangladesh Bank and its agent bank:
Agrani Equity & Investment Limited -
Agrani SME Financing Limited - -
Agrani Exchange House Pvt. Limited, Singapore - -
Agrani Remittance House SDN. BHD. Malaysia - -
17,047,846,240 15,664,496,503
20,738,216,368 18,975,905,725
176
31-12-2012 31-12-2011
Taka Taka
4 Balance with Other Banks & Financial Institutions
In Bangladesh (Note - 4.1) 2,883,930,314 1,883,238,401
Foreign currencies (Outside Bangladesh) 2,409,764,752 1,729,675,696
5,293,695,066 3,612,914,097
4.1 In Bangladesh: Local Currency
Bank
Al-Arafah Islami Bank Limited 309,683,313 593,830
First Security Islami Bank Limited 494 98,994
Shahjalal Islami Bank Limited 151,925,000 -
Bangladesh Commerce Bank Limited 120,000,000 100,000,000
Bank Asia Limited - 500,000
AB Bank Limited 500,000 -
ICB Islamic Bank Limited 81,821,507 82,045,577
Mercantile Bank Limited - 20,000,000
663,930,314 203,238,401
Other Financial Institutions
Bangladesh Industrial Finance Company Limited 80,000,000 80,000,000
Fidelity Asset & Security Limited 20,000,000 100,000,000
First Lease Int. Limited 200,000,000 20,000,000
GSP Finance Company Bangladesh Limited 20,000,000 50,000,000
International Leasing and Financing Service Ltd. 250,000,000 150,000,000
Lanka Bangla Limited 250,000,000 250,000,000
Peoples Leasing, Finance & Investment Limited 700,000,000 430,000,000
Premier Leasing & Finance Ltd. 250,000,000 250,000,000
Prime Finance and Investment Limited - 100,000,000
Reliance Finance Limited 400,000,000 200,000,000
Uttara Finance & Investment Limited 50,000,000 50,000,000
2,220,000,000 1,680,000,000
2,883,930,314 1,883,238,401
4.2 Balance with Other Banks and Financial Institutions (Account wise):
Current & Other Accounts 2,409,764,752 1,729,675,696
Fixed Deposit Receipts (FDR) 2,883,930,314 1,883,238,401
5,293,695,066 3,612,914,097
4.3 Maturity grouping of balances:
On demand - -
Less than three months 3,462,457,021 2,014,292,713
More than three months but less than one year 1,800,000,000 1,500,000,000
More than one year but less than fve years 31,238,045 98,621,383
More than fve years - -
5,293,695,066 3,612,914,096
4(a) Consolidated balance with other banks and fnancial institutions
(i) In Bangladesh
Agrani Equity & Investment Limited 9,758,374 1,344,916
Agrani SME Financing Limited 775,781,991 507,038,039
Agrani Exchange House Pvt. Limited Singapore - -
3,669,470,679 2,391,621,356
Less: Balance with Agrani Bank Ltd. 785,540,365 508,382,955
2,883,930,314 1,883,238,401
(ii) Outside Bangladesh
Agrani Remittance House SDN. BHD. Malaysia 125,454,167 80,915,763
2,584,043,974 1,870,822,669
5,467,974,288 3,754,061,070
5 Money at call and short notice
Commercial Banks (Note - 5.1) 2,700,000,000 1,000,000,000
2,700,000,000 1,000,000,000
31-12-2012 31-12-2011
Taka Taka
5.1 Commercial Banks:
The City Bank Limited - 700,000,000
Southeast Bank Limited - 300,000,000
Mercantile Bank Limited 500,000,000 -
Prime Bank Limited 1,500,000,000 -
Uttara Bank Limited 700,000,000 -
2,700,000,000 1,000,000,000
6 Investments:
a. Government Securities:
Treasury Bills (Annexure-B.1) 6,732,210,979 8,354,466,626
Treasury Bonds (Annexure-B.2) 64,435,741,086 57,403,201,219
Prize Bonds (at cost) 13,794,600 13,261,900
Sub total 71,181,746,665 65,770,929,745
b. Other Investments:
Other Bonds (Annexure-B.2) 1,480,000,000 1,580,000,000
Shares at cost (Annexure-C.1, C.2) 19,378,058,462 17,220,323,112
Debenture (at cost) (Annexure-D) 380,000,019 760,000,019
Sub total 21,238,058,481 19,560,323,131
Grand Total (a + b) 92,419,805,146 85,331,252,876
6.1 Maturity Grouping of Investments:
On demand 2,095,221,295 1,898,017,627
Less than three months 2,734,653,916 2,423,620,218
More than three months but less than one year 25,791,552,333 23,180,174,532
More than one year but less than fve years 26,392,742,319 24,131,584,092
More than fve years 35,405,635,283 33,697,856,407
92,419,805,146 85,331,252,876
6.2 Value of Investments:
Treasury Bills:
Treasury Bills (91 Days) 931,512,415 543,459,254
Treasury Bills (182 Days) 1,508,533,040 2,330,457,498
Treasury Bills (364 Days) 4,292,165,524 5,480,549,874
Total Treasury Bills: 6,732,210,979 8,354,466,626
Treasury Bonds 64,435,741,086 57,403,201,219
Other Bonds 1,480,000,000 1,580,000,000
Prize Bonds 13,794,600 13,261,900
Debentures 380,000,019 760,000,019
Shares 19,378,058,462 17,220,323,112
85,687,594,167 76,976,786,250
92,419,805,146 85,331,252,876
6.3 Net Investments:
Carrying amount 92,419,805,146 85,331,252,876
Less: Provision (Note - 12.11) 3,208,098,400 1,565,785,362
Net Investment 89,211,706,746 83,765,467,514
6.4 Shares at cost under Other Investments include Tk.3,000,000,000 share purchased under sale and buy back
guarantee, as detailed below:
i) The investment in shares includes 62,50,000 shares of Unique Hotel and Resorts Limited purchased at a consideration of Tk.200
per share from Crescent Limited, a shareholder of Unique Hotel & Resorts Limited under sell and buy back agreement signed
among Agrani Bank Limited, Crescent Limited and Beximco Holding Limited on November 10, 2010 for the period of one year
commencing from November 10, 2010. Under this agreement Beximco Holding Limited has given an undertaking to act as a Buy
back guarantor for a period of one year commencing from November 10, 2010 at 20% annual markup on such purchase price.
Beximco Holding Limited has also given corporate guarantee for payment of the guaranteed liabilities on November 11, 2010. Later
on the buy back period of this agreement was extended upto 31st July 2012 by a new supplementary agreement. The Unique Hotel
shares are yet to be transferred in the name the Bank.
ii) The investment in shares includes 1,35,00,000 shares of Bextex Limited purchased at a consideration of Tk. 80 per share from
New Dhaka Industries Ltd., a shareholder of Bextex Limited under sell and buy back agreement signed among Agrani Bank Limited,
New Dhaka Industries Ltd. and Beximco Holding Limited on November 28, 2010 for the period of one year commencing from
November 28, 2010. Under this agreement Beximco Holding Limited has given an undertaking to act as a Buy back guarantor
for a period of one year commencing from November 28, 2010 at 20% annual markup on such purchase price. Beximco Holding
Limited has also given corporate guarantee for payment of the guaranteed liabilities on November 28, 2010. Later on additional
12,500,000 shares of Bextex Ltd. was taken in 2011. The buy back period of the agreement was extended upto 31st July 2012 by
a new supplementary agreement. Subsequently Bextex Ltd. is amalgamated with Beximco Ltd at the ratio of 5:1, i.e. 26,000,000
shares of Bextex Ltd has converted into 5,200,000 shares of Beximco Ltd. The Beximco Limited shares have not yet been issued/
transferred in the name of the Bank.
178
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Taka Taka
iii) The investment in shares includes 1,98,75,981 shares of GMG Airlines Limited purchased at a consideration of Tk. 33.71 per
share from Crescent Ltd., Pharmatec Chemical Ltd., Beximco Holdings Ltd., and Apollo Trading Ltd., shareholders of GMG Airlines
Limited under sell and buy back agreement signed among Agrani Bank Limited, Crescent Ltd., Pharmatec Chemical Ltd., Apollo
Trading Ltd and Beximco Holdings Limited on February 02, 2011 for the period of one year commencing from February 02, 2011.
Under this agreement Beximco Holding Limited has given an undertaking to act as a Buy back guarantor for a period of one year
commencing from February 02, 2011 at 20% annual markup on such purchase price. Beximco Holding Limited has also given
corporate guarantee for payment of the guaranteed liabilities on February 02, 2011. The buy back period of the agreement has been
extended upto 31st July 2012 by a new supplementary agreement. The GMG Airlines Limited shares have been transferred in the
name of the Bank. GMG has suspended its all fight operation with effect from 30 March 2012.
All the agreements and the amendment agreements under note 6.4 above have expired and consequently the exercise periods of
the guarantees to buy back the above shares have also expired. Renewal of investment is under process and at that time lien and
other formalities to be completed.The market value of above shares as on 31 December 2012 was Tk.1,631,063,795 resulting in
a decrease of Tk.1,368,936,205 from the acquisition cost of investment. A provision of Tk.1,250,000,000 has been made for such
decrease and included in Other Provision.
6(a) Consolidated investments
(i) Government Securities
71,181,746,665 65,770,929,745
(ii) Others
Agrani Equity & Investment Limited 4,171,190,797 2,948,654,650
25,409,249,278 22,508,977,781
Total Investments (i+ii) 96,590,995,943 88,279,907,526
7 Loans and Advances
7.1 In Bangladesh and Outside Bangladesh
In Bangladesh:
a) Loans
Rural Credits 8,646,373,980 7,279,070,047
Weavers Credits 10,857,830 11,705,103
Industrial Credits 51,720,700,469 42,440,027,354
Jute Advances 6,302,669,767 5,700,447,208
Leather Sector Advances 3,641,043,624 3,711,896,470
Staff Loans 15,691,648,617 14,904,011,889
Loan (Others) 50,560,666,148 41,156,331,689
Small and Micro Credits 1,867,168,181 2,474,310,291
138,441,128,616 117,677,800,051
b) Cash credits
Cash Credits 45,057,291,363 40,378,911,919
Packing Credits 946,045,376 721,595,442
Loan Against Imported Merchandise (LIM) 606,009,527 686,267,632
Payment Against Documents (PAD) 8,282,378,731 14,682,394,327
54,891,724,997 56,469,169,320
c) Overdrafts 13,671,977,217 12,311,747,989
Total (a+b+c) 207,004,830,830 186,458,717,360
Outside Bangladesh: 5,484,256 5,484,256
Total Loans, Cash Credit & Over Draft etc. 207,010,315,086 186,464,201,616
Bills Purchased & Discounted (Note - 7.8)
Inland Bills Purchased (In Bangladesh) 1,151,028,633 1,970,180,592
Foreign Bills Purchased (Outside Bangladesh) 4,501,673,613 5,651,273,965
5,652,702,246 7,621,454,557
Total Loans & Advances 212,663,017,332 194,085,656,173
7.2 Maturity grouping of loans and advances:
Repayable on Demand 20,876,734,366 21,341,065,620
Not more than 3 months 8,282,378,731 14,682,394,327
More than 3 months but not more than 1 year 46,924,459,544 42,853,222,210
More than 1 year but not more than 5 years 82,772,709,376 93,715,005,315
More than 5 years 53,806,735,315 21,493,968,701
212,663,017,332 194,085,656,173
31-12-2012 31-12-2011
Taka Taka
7.3.a Disclosure for signifcant concentration
Advances to allied concerns of Directors - -
Advances to Managing Director - -
Advances to Other Executives 13,382,164,995 11,294,792,606
Advances to Customers Group 147,560,151,868 140,350,836,213
Industrial Credits 51,720,700,469 42,440,027,354
212,663,017,332 194,085,656,173
7.3.b Disclosure for sector-wise loans and advances
Government sector 253,353,000 231,222,000
Other public sector 18,535,483,000 16,916,300,000
Private sector 193,874,181,332 176,938,134,173
212,663,017,332 194,085,656,173
7.3.c Detail of information on advances more than 10% of the Banks Paid-up capital
Number of the clients 14 15
Amount of outstanding advances (funded) 33,097,400,000 34,957,700,000
Amount of recovery 2,131,800,000 3,338,400,000
Detail information as at December 31, 2012 given in the enclosed Annexure- A
7.4 Geographical Location - wise Loans and Advances:
A. Urban:
Dhaka Region 121,422,753,266 112,803,298,490
Chittagong Region 35,898,010,296 28,947,738,289
Khulna Region 7,149,236,905 8,758,892,083
Rajshahi Region 6,791,435,817 6,676,344,973
Barisal Region 4,727,205,780 2,384,482,908
Sylhet Region 1,648,671,403 2,253,822,133
Rangpur 4,516,280,126 3,990,614,615
Mymensing Region 3,773,946,647 4,002,116,853
Comilla Region 4,286,059,046 3,857,598,810
Faridpur Region 3,353,662,408 3,198,376,880
Sub Total 193,567,261,694 176,873,286,034
B. Rural:
Dhaka Region 2,478,015,373 2,008,178,129
Chittagong Region 362,606,165 345,058,747
Khulna Region 2,135,486,348 2,607,462,577
Rajshahi Region 2,773,966,742 2,750,811,288
Barisal Region 3,566,137,693 1,793,218,989
Sylhet Region 549,557,134 734,496,493
Rangpur 2,431,843,145 2,169,564,845
Comilla Region 1,836,882,448 1,684,145,565
Faridpur Region 838,415,602 821,532,535
Sub Total 19,095,755,638 17,212,370,139
Total (A + B) 212,663,017,332 194,085,656,173
7.5 Sector-wise Loans and Advances:
Agriculture and Fishery 8,646,373,980 7,279,070,047
Jute & Jute Goods 6,302,669,767 7,982,984,741
Transport Storage & Communication 1,500,300,000 1,744,397,381
Ship Breakings 2,197,100,000 2,201,420,446
Textile & Readymade Garments 26,754,200,000 31,785,256,314
Food & Allied Industry 8,632,700,000 9,851,625,898
Construction & Engineering 1,850,456,000 4,254,667,913
Pharmaceuticals and Chemicals 2,980,674,000 3,785,490,360
Leather Sector 3,641,043,624 3,711,896,469
Power Sector 11,804,200,000 7,466,974,000
Professional and Services 1,822,688,504 1,402,068,080
Housing Service 5,721,242,396 4,498,347,825
Wholesale/Retail Trading 21,527,800,000 22,547,741,152
Personal (staff and other personal loan) 15,691,648,617 14,904,011,889
Others 93,589,920,444 70,669,703,658
212,663,017,332 194,085,656,173
180
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Taka Taka
7.6 Loans & Advances are Classifed as per Bangladesh Bank Circular:
Standard:
Unclassifed (including staff loan) 150,512,979,375 162,911,135,940
Special Mention Account 8,348,786,898 9,686,035,788
158,861,766,273 172,597,171,728
Classifed:
Sub-Standard 7,119,465,383 2,095,639,371
Doubtful 9,188,246,760 2,380,248,653
Bad & Loss 37,493,538,916 17,012,596,421
53,801,251,059 21,488,484,445
212,663,017,332 194,085,656,173
7.7 Particulars of Loans and Advances:
Loans considered good in respect of which of the banking company is fully secured 181,283,721,412 165,447,525,694
Loans considered good against which the banking company holds no
security other than the debtors personal guarantee
16,591,494,227 15,142,129,950
Loans considered good secured by the personal undertakings of one or
more parties in addition to the personal guarantee of the debtors
14,787,801,693 13,496,000,529
Loans adversely classifed; for which no provision is created - -
212,663,017,332 194,085,656,173
Loans due by directors or offcers of the banking company or any of them
either separately or jointly with any other persons 13,382,164,995 11,294,792,606
Loans due from companies or frms in which the directors of the banking
company have interests as directors, partners or managing agents or in
case of private companies as members
- -
Maximum total amount of advances including temporary advance made at
any time during the year to directors or managers or offcers of the banking
companies or any of them either separately or jointly with any other person 13,382,164,995 11,294,792,606
Maximum total amount of advances including temporary advances granted
during the year to the companies or frms in which the directors of the
banking company have interests as directors, partners or managing agents
or in the case of private companies as members
- -
Due from bank companies - -
Amount of classifed loan on which interest has not been charged,
mentioned as follows:
(Decrease) / increase in provision - -
Amount of loan written off - -
Amount realized against loan previously written off 520,051,838 3,151,927,443
Amount of provision kept against loan classifed as bad/loss on the date of
preparing the balance sheet 27,094,317,426 8,553,544,181
Interest creditable to the Interest Suspense A/c - -
Cumulative amount of the written off loan 35,251,572,000 31,517,772,000
Amount written off during the current period 3,733,696,000 3,223,600,000
Amount of written off loan for which lawsuit has been fled 35,251,572,000 31,517,772,000
7.8 Bills purchased and discounted:
In Bangladesh 1,151,028,633 1,970,180,592
5,652,702,246 7,621,454,557
7.9 Maturity grouping of bills purchased and discounted:
Payable within 1 month 5,652,702,246 7,621,454,557
Over 1 month but less than 3 months - -
Over 3 months but less than 6 months - -
6 months or more - -
5,652,702,246 7,621,454,557
7.10 Net Loans and advances:
Carrying amount 212,663,017,332 194,085,656,173
Less: Interest suspense and penal interest 7,354,912,359 6,016,338,726
Provision for loans & advances (Note-7.10a) 34,660,851,791 12,350,063,673
42,015,764,150 18,366,402,399
Net loans and advances 170,647,253,182 175,719,253,774
31-12-2012 31-12-2011
Taka Taka
7.10.a Provision for loans and advances
Provision against classifed loan (Note - 12.5) 32,120,296,362 9,421,396,603
Provision against unclassifed loan (Note - 12.6) 1,834,733,863 2,193,155,000
Provision special mention account (Note - 12.7) 497,205,251 478,837,070
Provision for consumer fnancing (Note - 12.8) 208,616,315 256,675,000
34,660,851,791 12,350,063,673
7(a) Consolidated loans, advances and leases/investments
213,547,974,624 194,827,131,192
Less: Overdraft to Agrani Equity & Investment Limited 2,458,506,286 1,021,818,305
211,089,468,338 193,805,312,887
8 Fixed assets including land, buildings, furniture and fxtures
Cost/ Valuation:
Balance at the beginning of the year 12,479,108,079 6,518,138,178
Addition during the year 433,783,331 459,989,855
Revaluation during the year - 5,512,538,171
Disposal / Transfer during the year (44,223,206) (11,558,125)
Balance at the end of the year 12,868,668,204 12,479,108,079
Less: Accumulated Depreciation
Charge for the year 262,712,311 181,777,639
Adjustment for disposal / transfer (27,229,665) (11,558,125)
Written Down Value (WDV) 11,380,727,224 11,226,649,745
8(a) Consolidated Fixed assets including land, buildings, furniture and fxtures
Written Down Value (WDV)
Agrani SME Financing Limited 3,425,717 835,593
11,401,179,835 11,235,335,985
9 Other Assets
Investment in shares of subsidiary companies (Note - 9.1) 2,615,424,168 2,515,424,168
Stationery, stamps, printing materials etc. 88,892,934 102,517,045
Accrued Income (Note - 9.3) 1,945,278,372 1,756,664,047
Receivable From Govt. (Note - 9.9) 9,092,323 9,690,273
Discount Receivable on Treasury Bills 293,342,434 382,436,433
Advance Deposits & prepayments 7,594,416 5,291,932
Advance Tax Paid (Annexure-F) 6,486,620,470 5,580,289,786
Advance Rent 124,024,499 69,682,684
Suspense Account (Note - 9.2) 6,157,435,711 5,625,425,973
Demonetized Notes 187 187
Debit balance of Al-Rajhi Foreign Exchange 347,892,609 347,892,609
D.D paid without advice 896,250,418 831,840,254
Net Balance with Pakistani Bank (Note -9.4) - -
Net Balance with Indian Bank (Note - 9.5) - -
Protested Bills 48,958,322 48,958,325
Exempted Loans 175,297,550 173,805,796
Interest on Exempted Loans 470,174,179 469,575,660
Deferred Tax Assets (Note - 9.6) 4,398,529,766 2,796,355,659
Foreign Correspondent draft paid 7,642,595 6,059,156
Indian Bank 28,550 28,550
Software Purchase 162,412,689 101,329,460
Valuation Adjustment (Note - 9.8) 6,648,381,639 7,977,881,639
Dividend Receivable from Preference Share 444,376,711 150,000,000
Work in Progress for Consulting of Bank building 464,659,316 2,833,672
Receivable from Agrani SME Financing Company Limited 55,672,663 -
Branch Adjustment ( Note - 9.7) 1,728,168,619 5,682,077,789
Total 33,576,151,140 34,636,061,097
182
31-12-2012 31-12-2011
Taka Taka
9.1 Investment in shares of subsidiary companies
Agrani Exchange House Pvt. Limited, Singapore 6,457,000 6,457,000
Agrani Remittance House SDN. BHD., Malaysia 8,967,168 8,967,168
2,615,424,168 2,515,424,168
9.2 Suspense Account:
Sundry debtors -staff (Note - 9.2(i)) 8,150,854 14,693,001
Sundry debtors -other (Note - 9.2(i)) 518,274,558 297,258,711
Legal charges 1,691,866 720,623
Clearing adjustment 5,152,127 3,735,892
Advance against petty cash 4,900 1,515
Army pension (Note - 9.2(ii)) 4,259,800,699 3,929,127,528
Purchase of WES Bond 67,943,183 44,675,847
Loan application form 1,259,625 2,525,298
Civil pension 41,710,691 23,190,651
Payment against sanchaya patra 1,253,447,208 1,309,496,907
6,157,435,711 5,625,425,973
9.2 (i) Sundry debtors- staff & others and clearing adjustment
An amount of Tk.43,229,094 remain un-recovered/unadjusted over one year and that amount has been provided in
the accounts.
9.2 (ii) Army Pension
This represents pension paid to Army personnel by the Bank of Tk.4,259,800,699 as per Government decision which
is reimbursable and against the amount, an amount of Tk.2,252,665,519 has been kept in sundry deposit. Moreover
an amount of Tk.1,038,857,427 has been provided in the accounts against long outstanding.
9.3 Accrued income:
Accrued interest on loans & advances 45,326,388 250,072,135
Accrued interest on investment 1,631,618,486 1,274,576,393
Accrued interest on balance with Other Banks & Financial Institutions 172,176,817 114,388,542
Accrued commission, exchange & brokerage 37,801,254 65,093,440
Accrued other operating income 58,355,427 52,533,537
1,945,278,372 1,756,664,047
9.4 Net balance with Pakistani Bank:
Pakistan a/c 1 1
Exchange Transaction a/c. 1 1
2 2
Less:- CBL General (Pak) a/c (Cr.) 2 2
- -
Net balance with Pakistani bank was Tk. 33,842,386.This amount was written off in the year 2005 keeping 1.00 taka
balance to maintain the record.
9.5 Net Balance with Indian Bank:
Br.Code Br. Name
254 Sadarghat, Dhaka 1 1
298 J.N. College, Dhaka 1 1
341 Sadarghat, Chittagong 1 1
472 Mirjumlam, N.Gonj 1 1
4 4
Less:- Taken over liabilities of Indian Bank:
254 Sadarghat, Dhaka 1 1
298 J.N. College, Dhaka 1 1
341 Sadarghat, Chittagong 1 1
472 Mirjumlam, N.Gonj 1 1
4 4
- -
Net balance with Indian bank was Tk. 4,824,561. These amount was written off in the year 2005.
31-12-2012 31-12-2011
Taka Taka
9.6 Deferred Tax:
Deferred tax has been computed in accordance with provision of BAS -12 based on taxable temporary differences in
the carrying amount of the assets/liabilities and their tax base as follows:
i) Written down value of fxed assets
a. Carrying amount (excluding land) 1,507,774,058 1,169,128,095
b. Tax base 1,135,418,134 957,401,341
Taxable/(deductible) temporary difference (a-b) 372,355,924 211,726,754
ii) Superannuation and Gratuity provision
a. Carrying amount - (3,951,721,141)
b. Tax base - -
Taxable/(deductible) temporary difference (a-b) - (3,951,721,141)
iii) Provision for Bad & Loss Loans and Advances *
a. Carrying amount (11,184,607,367) (3,528,143,272)
b. Tax base - -
Taxable/(deductible) temporary difference (a-b) (11,184,607,367) (3,528,143,272)
iv) Temporary difference (Taxable)
a. Carrying amount at balance sheet date (i.a+ii.a+iii.a) (9,676,833,309) (6,310,736,318)
b. Tax base (i.b+ii.b+iii.b) 1,135,418,134 957,401,341
Taxable/(deductible) temporary difference (a-b) (10,812,251,443) (7,268,137,659)
v) Applicable tax rate 42.50% 42.50%
vi) Deferred tax assets (4,595,206,863) (3,088,958,505)
Less: Adjustment for Deferred Tax Liability for revaluation of Land and Building
Land (2% of total revalued amount: Tk.9,776,161,600) 196,677,097 195,523,232
Building (42.5% of total revaluation reserve of building: Tk.228,422,621) - 97,079,614
196,677,097 292,602,846
Deferred tax assets at the end of the period (4,398,529,766) (2,796,355,659)
Fixed assets and provision for bad and loss loan and advances have been considered during calculation of deferred
tax due to having considerable taxable temporary differences. As per calculation of Deferred Tax Assets balance for
the year ended December 31, 2012 has increased by the amount of Tk.1,602,174,107 which credited to proft and
loss account.
The carrying amount has been arrived at by estimating temporary differences (based on analysis of prior years
relevant fgures) on account of bad/loss debts that are likely to be written off in future years out of the year-end total
amount of provision for bad and loss loans and advances Tk.23,684,746,328.
9.7 Branch adjustment:
Debit balance
Main Offce Account (M.O) 1,128,454,536,019 1,496,528,411,380
New General Account (N.G) 1,124,266,188,749 529,885,560,999
Instant Financial Massaging System (IFMS) 21,258,177,278 21,261,476,078
Inter Branch Acc. for Online Transaction 30,702,618,825 535,420,758
2,304,681,520,871 2,048,210,869,215
Less:- Credit balance
Main Offce Account (M.O) 1,126,647,447,478 1,014,012,886,358
New General Account (N.G) 1,123,819,905,104 1,007,159,609,107
Instant Financial Massaging System (IFMS) 21,278,495,787 21,285,434,869
Inter Branch Acc. for Online Transaction 31,207,503,883 70,861,092
2,302,953,352,252 2,042,528,791,426
1,728,168,619 5,682,077,789
Out of 06 debit entries (NG) of 2006, 3 debit entries involving Tk. 1.35 lacs relating to Al-Rajhi Bank have already
been reconciled and rest 3 debit entries to the tune of Tk. 26.89 lacs in connection with fraudulent activities for Tk.
18.90 lacs is still unreconciled. Only 1 credit entry for Tk 7.88 lac is still un-reconciled. Provision has been kept for
the entire amount of Tk. 28.14 lacs against the 3 debit entries of 2006. On the other hand Bangladesh Bank letter no.
DOS(S)/1155/53/2013-29 Dated: 12-05-2013 allowed a period upto 31st May, 2013 for reconciliation of outstanding
entries. Meanwhile bank has requested Bangladesh Bank for extending time period for provisioning and reconciling
of outstanding entries for the period of up to December 31, 2013 with the letter no. Recon/NG/Final/217/2013, Dated:
29-05-2013. It is to be mentioned that Bangladesh Bank has given verbal consent for those up to September 2013.
However bank has taken a crash program for immediate reconciliation of outstanding entries.
During the year net balance of branch adjustment arrived as debit, therefore the balance has been shown under head
Other Assets .The Net Debit balance of Branch Adjustment account arrived due to transit in responding entries.
184
31-12-2012 31-12-2011
Taka Taka
9.8 Agrani Bank Limited has taken over the entire assets and liabilities of former Agrani bank through a Vendors
Agreement executed between the Government of the Peoples Republic of Bangladesh and the Agrani Bank Limited
on November 15, 2007 with retrospective effect from July 01, 2007. As per clause 7(2) of the said agreement assets
& liabilities of Agrani Bank as on 30 June 2007 have been revalued by a professional Chartered Accountants frm to
determine fnal value of assets & liabilities of the Bank. In determining the fnal value, the valuation adjustment of the
Bank has been calculated at Tk.13,295,881,639 (fair value of total assets Tk.162,699,217,872 less fair value of total
liabilities Tk.173,510,899,511 minus paid up share capital as purchase consideration Tk.2,484,200,000). A decision
has been arrived at unanimously in a meeting of representatives from the Ministry of Finance, Government of the
Peoples Republic of Bangladesh, Bangladesh Bank, Security & Exchange Commission (SEC) and three state-owned
commercial banks that the valuation adjustment be shown under Other Assets and be gradually written off within
the next 10 (ten) years at the maximum.
9(a) Consolidated Other Assets
33,621,168,842 34,708,867,354
Less:
Investment in shares of subsidiary companies (9.1) 2,615,422,368 2,515,422,368
Receivable from Agrani SME Financing Company Limited 55,672,663 49,434,280
Receivable from Agrani Bank Limited 7,322,127 -
Receivable from Agrani Remittance House 24,354,476 16,404,523
2,702,771,634 2,581,261,171
30,918,397,208 32,127,606,183
10 Borrowing from other banks including fnancial institutions & agents
10.1 Classifcation into the following broad categories:
In Bangladesh 9,376,936,784 24,274,496,175
Outside Bangladesh 697,454,485 1,483,657,806
10,074,391,269 25,758,153,981
10.2 Segregated as:
Secured (Secured by D.P Notes and agreements) 9,376,936,784 24,274,496,175
Unsecured borrowing 697,454,485 1,483,657,806
10,074,391,269 25,758,153,981
10.3 Maturity - wise grouping:
On Demand 10,064,652,429 25,746,482,823
On Maturity 9,738,840 11,671,158
10,074,391,269 25,758,153,981
10.4 Term grouping:
10.4.1 Short Term Borrowing
T.T sold (With Sonali Bank Limited) 420,997,650 88,000,000
Balance with Bangladesh Bank Foreign Currency (Note - 10.4.1.a) 4,959,815,294 18,884,825,017
Borrowings from Local Bank & Financial Institutions (Note - 10.4.1.b) - 5,290,000,000
Borrowings from Bangladesh Bank (Repo) (Note - 10.4.1.c) 3,986,385,000 -
Credit Balance of NOSTRO Account (Annexure-E) 697,454,485 1,483,657,806
10,064,652,429 25,746,482,823
10.4.1.a Balance with Bangladesh Bank Foreign Currency:
This represents temporary overdraft from Bangladesh Bank in Foreign Currency for payment against importer with
interest at rate of LIBOR plus 1%.
10.4.1.b Borrowings from Local Bank & Financial Institutions
HSBC - 280,000,000
Sonali Bank Limited - 1,000,000,000
Dutch Bangla Bank Limited - 300,000,000
Pubali Bank Limited - 300,000,000
Standard Bank Limited - 150,000,000
United Commercial Bank Limited - 500,000,000
Habib Bank Limited - 150,000,000
State Bank of India - 210,000,000
Janata Bank Limited - 2,000,000,000
Basic Bank Limited - 200,000,000
IPDC - 70,000,000
BD Finance - 80,000,000
ULC - 50,000,000
- 5,290,000,000
31-12-2012 31-12-2011
Taka Taka
10.4.2 Long Term Borrowing
a) From Bangladesh Bank Counter Finance
Rural Housing Scheme 3,418,439 4,624,400
IFAD Loan -194 2,841,668 3,286,003
6,260,107 7,910,403
b) 5 & 7 Years Agrani bank Shilpa Unnayan Bond 3,478,733 3,760,755
9,738,840 11,671,158
10,074,391,269 25,758,153,981
10(a) Consolidated borrowing from other banks, fnancial institutions and agents
12,532,897,555 26,779,972,286
Less: Borrowing by Agrani Equity & Investment Limited 2,458,506,286 1,021,818,305
10,074,391,269 25,758,153,981
11 Deposits and other accounts
11.a Deposits and Other Accounts (Category wise)
Current & Other contin. Acc. (Note - 11.a.1) 40,337,456,741 43,714,181,929
Bills payable (Note - 11.a.2) 4,707,352,470 5,093,320,206
Saving Bank Deposits 89,255,325,065 85,320,750,025
Fixed Deposits (Note - 11.a.3) 158,129,092,861 118,080,107,936
292,429,227,137 252,208,360,096
11.a.1 Current & Other contingency account
Current Deposits 31,453,186,058 32,401,732,848
Balance with ATM 35,317,960 15,101,231
Sundry Deposits (Note - 11.a.1.1) 8,490,350,058 10,982,612,016
Call Deposits 358,602,665 314,735,834
40,337,456,741 43,714,181,929
11.a.1.1 Sundry Deposits
General Provident Fund 1,981,749,893 1,982,909,271
Margin on Bills purchased 119,472,046 175,894,897
Margin on Letters of Credit 2,598,200,543 5,074,709,494
Margin on Letters of Guarantee 307,754,070 334,187,032
Miscellaneous Margin 13,951,780 25,358,019
Foreign Currency 45,555,417 39,471,798
Key Deposit 5,104,341 2,971,766
Staff Cash Security 8,704,194 7,729,325
Foreign correspondence charges 11,032,185 5,585,296
F. C Exp. Proceeds 218,772,620 79,197,252
Commission Payable to Govt. 22,258,085 21,169,004
Clearing Adjustment 19,764,384 15,301,931
Self Employment Promotion 787,118 4,501,035
Teachers Payment 389,139,442 503,227,660
Boisko Bhata 3,135,988 4,055,400
FSSAP 191,973,635 248,256,621
Freedom Fighter Allowance 11,099,523 14,353,690
Army Pension 2,252,665,519 2,253,509,734
Small Enterprise Development 108,340,193 140,103,459
Rural Finance Programme 1,569,961 2,030,244
Hajj Deposit 1,311,613 672,027
Others 178,007,508 47,417,061
8,490,350,058 10,982,612,016
11.a.2 Bills payable
Draft payable 785,645,539 632,883,928
TTs payable 1,728,310 2,379,348
MTs payable 2,023,725 19,933
Pay slip issued 141,306,956 172,243,034
Pay order issued 1,598,737,961 2,173,788,798
Inland Bill proceeds Awaiting for Remit. 3,550,192 72,303,790
Foreign Bill proceeds Awaiting for Remitt. 1,961,175,994 1,848,299,521
Overdue DD payable 17,840,095 17,883,181
Upahar cheque sold A/C 75,779 66,704
Foreign D.D, T.T, & TC payable 195,267,919 173,451,969
4,707,352,470 5,093,320,206
186
31-12-2012 31-12-2011
Taka Taka
11.a.3 Fixed Deposits
Fixed Deposits 103,486,093,439 80,885,296,223
Special Time Deposits 29,005,600,978 29,950,911,973
Deposit Pension Scheme 1,271,432,623 1,329,778,740
Agrani Bank Pension Scheme 712,086,849 682,559,444
Month wise Fixed Deposits 2,302,880 1,352,880
Non Resident Spl. Deposits 9,677,454 5,300,020
Agrani Bank Bishesh Shanchay 8,085,958,519 5,224,908,656
Agrani Bank Monthly Income Scheme 15,152,988,328 -
Agrani Bank Monthly Deposit Scheme 402,951,791 -
158,129,092,861 118,080,107,936
11.b Maturity Grouping of Deposits and Other Accounts
Repayable on demand 36,065,286,720 36,170,324,710
Repayable within 1 month 4,707,352,470 5,093,320,206
Over 1 month but within 3 months - -
Over 3 months but within 1 year 13,533,099,946 14,167,806,142
Over 1 year but within 5 years 139,704,501,667 111,983,745,374
Over 5 years but within 10 years 98,418,986,334 84,793,163,664
292,429,227,137 252,208,360,096
11.c Geographical Location - wise Deposits
Dhaka Region 142,565,096,940 135,493,146,572
Khulna Region 18,901,669,046 15,853,759,423
Rajshahi Region 18,467,929,937 15,242,294,906
Barisal Region 10,262,921,811 7,059,659,048
Sylhet Region 13,778,783,193 12,533,115,557
Rangpur Region 9,373,358,045 7,464,121,616
Comilla Region 26,269,081,826 21,320,701,266
Faridpur Region 8,286,070,274 6,536,255,635
Outside Bangladesh - -
292,429,227,137 252,208,360,096
11.d Sector- wise Deposits
Government Sector
Presid, PMs Offce, Ministry & Judiciary 17,928,378,523 11,734,300,961
Autonomous & Semi Autonomous Bodies 23,650,316,343 20,796,595,885
41,578,694,866 32,530,896,846
Deposit money bank 7,554,214,873 7,453,547,000
Other public sector 59,686,615,408 58,209,203,659
Private sector 183,609,701,990 154,014,712,591
250,850,532,271 219,677,463,250
292,429,227,137 252,208,360,096
11.e Inter-Bank Deposits
Current Deposits 1,172,504,190 5,037,408,863
Savings Deposits 19,563,483 385,952,415
Fixed Deposits 1,777,587,804 3,023,018,019
Special Notice Time Deposits 552,387,298 590,993,324
Call Deposits 355,690 1,003,909
3,522,398,465 9,038,376,530
11(a) Consolidated Deposits and other accounts
292,430,994,303 252,211,176,819
Less:
Deposit of Agrani Equity Limited with Holding Bank 9,758,374 1,344,916
Deposit of Agrani SME Limited with Holding Bank 775,781,991 507,038,039
785,540,365 508,382,955
291,645,453,939 251,702,793,864
31-12-2012 31-12-2011
Taka Taka
12 Other Liabilities
Interest suspense (Note - 12.1) 7,354,185,556 6,014,744,101
Penal interest 726,803 1,594,625
Provision for expenses (Note - 12.2) 5,364,484,357 3,933,471,593
Provision for Auditors Fee (Note - 12.3) 3,000,000 2,500,000
Sundry creditors 1,341,583,900 1,851,135,954
Tax deducted at source 537,732,747 195,253,014
VAT on services 97,583,966 171,800,626
Excise duty 289,162,870 255,733,540
Levy on interest payment 62,332,877 42,470,582
Levy & Surcharge on interest payment (Bonds) 834,692 598,405
Provision for Taxation (Note - 12.4 & Annexure-F) 10,574,933,042 8,994,933,042
Provision for classifed laons & advances (Note - 12.5) 32,120,296,362 9,421,396,603
General provision maintained against UC loan (Note - 12.6) 1,834,733,863 2,193,155,000
General provision for special mention account (Note - 12.7) 497,205,251 478,837,070
3 % General reserve for consumer fnancing (Note - 12.8) 208,616,315 256,675,000
Provision for off balance sheet exposures (Note - 12.10) 1,124,187,533 1,079,839,185
Provision for investment (Note - 12.11) 3,208,098,400 1,565,785,362
Provision for Other Assets (Note - 12.12) 2,209,862,009 1,758,379,191
Provision for Ex-Gratia 29,613,270 29,771,351
Provision for Incentive Bonus (Note - 12.13) 491,022,169 820,590,843
Exchange Equalization Fund 72,341,228 72,341,228
Exchange adjustment 33,231,752 33,231,752
Employees super annuation fund (Note - 12.14.a) - 3,752,720,769
Employees gratuity fund (Note - 12.14.b) - 199,000,372
Death relief grant scheme (Note - 12.15) 83,759,771 76,459,771
Employees Benevolent Fund 102,516,428 101,271,134
Reserve for unforeseen losses 7,278,112 7,278,112
Doctors self employment program 1,600,000 1,600,000
Collection accounts 6,147,922 10,158,194
Cash incentive to garments exporters 2,307,174 3,155,290
10% cash subsidy to exporting spinning mills - 782,502
Cash incentive to leather goods exporters - 1,007,644
Cash incentive to frozen foods exporters - 1,114,000
Agriculture to Agri-Product Funds - 79
SPL account OPEC fund 70,508,242 70,508,242
SPL account MEDU fund 488,120,427 508,036,532
Export development fund - 512,565,683
Govt. bond for land mortgage loan 840,897 840,897
Special block account 187 187
SPL block account (DD,TT, MT & PO) 9,730,947 9,730,947
Unclaimed deposit 10 years & above (Note - 12.16) 2,040,190 4,708,588
Service charge on CIB report 12,076,640 1,630,191
Provision for balance of bilateral trade 2 2
Customer Fund Adjustment Account 703,125,101 3,508,328
Vostro Account 54,769,477 160,854,029
SIDR 389,114 389,114
ADIP Project Fund 21,808,685 22,054,442
Payable to ICB against sale of share 23,535,450 8,677,778
Payable to Agrani SME Financing Company Limited - 270,000,000
Interest waived on staff house building loan 3,000,623 9,279,828
69,049,324,351 44,911,570,722
12.1 Interest Suspense Account:
Transferred during the year 3,407,383,008 1,811,504,021
Transferred to Income during the year (698,057,548) (820,872,092)
Amount waived/ written off during the year (1,369,884,005) (760,865,288)
12.2 Provision for expenses:
Provision for Interest on DPS 136,716,610 117,398,308
Provision for Interest on STD 10,229,703 10,168,784
Provision for Interest on FDR 4,228,733,061 2,885,515,890
Provision for Interest on ABPS 75,016,288 88,652,232
Provision for Interest on Borrowings 37,234,214 20,409,327
Provision for ABS 398,540,889 230,801,998
Un-disbursed Salary & Other staff beneft 1,534,450 1,216,709
Unearned discount 277,651,011 358,937,564
Provision for other expenses 112,490,615 220,370,781
Provision for Interest on ABMIS 71,285,139 -
Provision for Interest on ABMDS 15,052,377 -
188
31-12-2012 31-12-2011
Taka Taka
12.3 Provision for Auditors Fee
Balance at the beginning of the year 2,500,000 1,235,000
Paid during the year (2,500,000) (1,235,000)
Add back during the year - -
Provision made during the year 3,000,000 2,500,000
Balance at the end of the year 3,000,000 2,500,000
12.4 Provision for taxation:
Transferred to Provision for Income Tax during the year 1,580,000,000 4,250,000,000
Prior Years Adjustment of Provision for Taxation up to 2004 - -
Adjustment of Finalization of Tax Assessment up to 2004 - -
Income Tax assessment has been fnalized up to 2004 (except 2002) and appeal pending for the year 2002, 2005,
2006 and 2007. The return has been submitted for the year 2008, 2009, 2010 and 2011. The tax assessment for the
year 2012 not yet been submitted.
12.5 Provision for Classifed loans and advances:
Recoveries of amount previously written off 10,231,377 34,055,039
Specifc provision for the year 25,276,133,201 4,335,788,030
Provision Add back during the year - (602,194,241)
Less: Written off/ waived (2,587,464,819) (2,691,391,822)
Provision held at the end of the year 32,120,296,362 9,421,396,603
12.6 General Provision maintained against UC loans:
Provision add back for the year (396,729,137) (68,014,433)
Provision held at the end of the year 1,834,733,863 2,193,155,000
12.7 General Provision for SMA Loans
Provision held at the end of the year 497,205,251 478,837,070
12.8 3% General reserve for consumer fnancing:
Reserve held at the beginning of the year 256,675,000 268,830,000
Additional reserve for the year - -
Reserve held at the end of the year 208,616,315 256,675,000
12.9 Provision for Loans & Advances
A) General provision
i) Standard (including staff Loan) * 1,834,733,863 2,193,155,000
ii) Special Mention Accounts ( SMA) 497,205,251 478,837,070
Sub total (A) 2,331,939,114 2,671,992,070
B) Specifc provision
i) Substandard 1,176,127,707 232,319,855
ii) Doubtful 3,849,851,229 635,532,567
iii) Bad/Loss 27,094,317,426 8,553,544,181
Sub total (B) 32,120,296,362 9,421,396,603
Grand Total 34,452,235,476 12,093,388,673
* General provision is kept @ 1% on general loans and advances and 2% on house fnance & loan for professionals
under consumer fnancing and 3% on consumer fnancing.
12.10 Provision for off balance sheet exposure:
Balance at the beginning of the year 1,079,839,185 869,305,241
Provision made during the Year 138,757,618 398,124,204
Provision add back during the Year (94,409,270) (187,590,260)
12.11 Provision for Investment:
Provision made during the Year 1,894,217,906 2,318,750,712
Provision add back during the Year (251,904,868) (2,032,990,044)
As per Bangladesh Bank letter No. DOS(SR)1153/161/2013-89 dated 25/02/2013, bank is required to keep provision
of Tk.1,7322,000,000. Against investment of shares, actual provision is kept is Tk. 1,958,098,400.
Provisions amounting Tk. 125.00 crore has been maintained against the investment in buy-back shares of Tk. 300.00 crore.
31-12-2012 31-12-2011
Taka Taka
12.12 Provision for Other Assets:
Protested bill (Note - 12.12.a) 48,958,322 48,958,325
Sundry Debtors Staff & Others 78,410,709 37,013,376
Clearing Adjustment 2,643,747 811,986
Suspense Accounts Army Pension Paid 1,038,857,427 635,464,654
Legal Charges 845,933 -
CBL Pak A/c 2 2
BCCI Bank-London (Note - 12.12.b) 17,307,731 15,382,983
Bank of Ceylon 500,000 500,000
Balance with Al-Rajhi Foreign Exchange 347,892,609 347,892,609
Fixed Assets 21,913,328 21,913,328
Branch Adjustment (Note - 12.12.c) 5,884,000 5,884,000
Agri credit exemption on river erosion 1,176,472 1,176,472
Exempted Loans & Interest on Exempted Loans (Note - 12.12.d) 645,471,729 643,381,456
2,209,862,009 1,758,379,191
12.12.a Provision for protested bills
Addition during the Year 666,812 1,439,019
Provision add back during the year (666,815) -
Protested Bills arises due to accidental loss of fraud, robbery, theft etc.
12.12.b Provision for balance with BCCI Bank- London
Amount debited during the Year 1,924,748 -
12.12.c Provision for Branch Adjustment
Provision made during the year - -
Provision add back during the year - (5,000)
12.12.d Provision for Exempted Loans & Interest on Exempted Loans
Amount debited during the Year (24,457,031) (32,983,129)
Amount Credited during the Year - 165,161
Provision add back during the year (5,589,860) (103,666,102)
12.13 Incentive Bonus:
Amount debited during the Year (559,568,674) (467,721,473)
Amount Credited during the Year - -
Add back from provision for incentive bonus of 2011 (200,000,000) (230,000,000)
Provision for the Year 430,000,000 800,000,000
12.14.a Employees super annuation fund
Amount credited during the year 35,718,767 500,075,185
Amount Transffered to SB A/C (3,788,439,536) -
Amount of pension paid during the year - (1,045,011,175)
Balance at the end of the year - 3,752,720,769
12.14.b Employees gratuity fund
Amount credited during the year 20,806,335 25,876,930
Amount Transffered to SB A/C (179,593,947) -
Amount of Gratuity paid during the year (40,212,760) (78,572,620)
Balance at the end of the year - 199,000,372
12.15 Death relief grant scheme:
Transferred to the A/c during the year 12,500,000 12,500,000
Amount paid/adjusted during the year (5,200,000) (16,700,000)
190
31-12-2012 31-12-2011
Taka Taka
12.16 As per section 35 of the Bank Companies Act 1991, this amount should be transferred to Bangladesh bank on
completion of the formalities mentioned in this section.
12(a) Consolidated other liabilities
70,451,809,801 46,107,303,957
Less:
Amount due of Agrani SME Financing Company Ltd. 55,672,663 49,434,280
Payable to Agrani SME Financing Company Ltd. 7,322,127 -
Amount due of Agrani Remitt. House 24,354,476 16,404,523
87,349,266 65,838,803
70,364,460,535 46,041,465,154
13 Share Capital:
13.1 Authorized Capital:
The authorized capital of the Bank is Tk.2,500 crore divided into 250,000,000 ordinary shares of Tk.100.00 each.
13.2 Issued, subscribed and fully paid up capital : 9,912,940,400 9,011,764,000
The paid up capital of the Bank is Tk.9,912,940,400 divided into 99,129,404 ordinary shares of Tk.100.00 each of
which 99,129,392 fully paid up ordinary shares of Tk.100 each issued to the Government of the Peoples Republic
of Bangladesh represented by Secretary, Finance Division, Ministry of Finance of the Government of the Peoples
Republic of Bangladesh and other 12 (Twelve) fully paid up ordinary shares of Tk.100 each issued to other 12
(Twelve) shareholders of the Bank who are nominated by the Government of the Peoples Republic of Bangladesh.
The paid up Capital of the Bank was increased to Tk.9,912,940,400 by issuing 90,117,640 bonus shares as approved
in the ffth annual general meeting of the Bank in 2012.
13.3 Basic Earnings Per Share:
Net proft after tax (A) (18,620,572,069) 2,499,897,603
Weighted average number of ordinary shares outstanding (B) 99,129,404 99,129,404
Earnings per share (A/B) (previous year restated) (187.84) 25.22
Basic earnings per share has been calculated in accordance with BAS -33 Earnings per Share. This has been
calculated by dividing the net proft for the year attributable to ordinary shares by the weighted average number of
ordinary shares outstanding during the year. Previous years fgures have been adjusted for the issue of bonus shares
during the year.
13.3(a) Consolidated Earnings Per Share:
Net proft after tax (A) (18,697,700,661) 1,607,692,736
Weighted average number of ordinary shares outstanding (B) 99,129,404 99,129,404
Earnings per share (A/B) (previous year restated) (188.62) 16.22
13.4 Minimum Capital Requirement (MCR) under Risk Based Capital (Basel-II):
Amount in Crore
A. Eligible Capital: 2012 2011
2 .Tier-2 (Supplementary Capital) - 665.47
4. Total Eligible Capital (1+2+3): (1,319.54) 1,387.45
C. Capital Adequacy Ratio (CAR) (A4 / B) X 100 -6.15% 6.48%
D. Core Capital to RWA (A1 / B) X 100 -6.15% 3.37%
E. Supplementary Capital to RWA (A2 / B) X 100 - 3.11%
G. Capital Surplus / (Shortfall) (3,465.07) (753.68)
Consequent Capital Shortfall results in increase of provision due to soaring of classifed loans and advances. Capital
Shortfall will be met up by cash/bond to be infused from the Ministry of Finance (likely Tk. 2,500.00 crore, allocated in
the fnancial year 2013-2014).
31-12-2012 31-12-2011
Taka Taka
13.4(a) Consolidated Minimum Capital Requirement (MCR) under Risk Based Capital (Basel-II):
Amount in crore
A. Eligible Capital: 2012 2011
2 .Tier-2 (Supplementary Capital) - 793.53
4. Total Eligible Capital (1+2+3): (1,225.56) 1,612.30
C. Capital Adequacy Ratio (CAR) (A4 / B) X 100 -5.60% 7.27%
D. Core Capital to RWA (A1 / B) X 100 -5.60% 3.69%
E. Supplementary Capital to RWA (A2 / B) X 100 - 3.58%
G. Capital Surplus / (Shortfall) (3,414.22) (605.31)
Consequent Capital Shortfall results in increase of provision due to soaring of classifed loans and advances. Capital
Shortfall will be met up by cash/bond to be infused from the Ministry of Finance (likely Tk. 2,500.00 crore, allocated in
the fnancial year 2013-2014).
13.5 Eligible Capital:
Fully Paid-up Capital / Capital lien with BB 991.29 901.18
Sub-Total: (48.58) 1,813.49
Deductions from Tier-1 (Core Capital )
Book Value of Goodwill and contingent assets which are shown as assets 664.84 797.79
Investments in Subsidiaries which are not consolidated 130.77 125.77
Shortfall in provisions required against classifed loans - -
Other (if any item approved by Bangladesh Bank) 475.35 167.95
Sub Total 1,270.96 1,091.51
Total Eligible Tier-1 Capital (1,319.54) 721.98
General Provision (UC + SMA + Off B/S exposure+ Consumer Finance) 366.47 400.85
Revaluation Reserve for Approved Securities (ICB Share) up to 50% 5.86 13.47
Other (Balance of Exchange Equalization A/C) 2.63 -
Sub-Total 751.56 791.24
Deductions (Investments in Subsidiaries which are not consolidated) 130.77 125.77
Tier-3 (Eligible for market risk only)
Short-term subordinated debt - -
Total Supplementary Capital 620.79 665.47
Total Eligible Capital (698.75) 1,387.45
13.5(a) Consolidated Eligible Capital:
Fully Paid-up Capital / Capital lien with BB 991.29 901.18
Sub-Total: (85.37) 1,784.51
Deductions from Tier-1 (Core Capital)
Book Value of Goodwill and contingent assets which are shown as assets
(Note No. 13.5 (a1)
664.84 797.79
Investments in Subsidiaries which are not consolidated - -
Shortfall in provisions required against classifed loans - -
Other (if any item approved by Bangladesh Bank) 475.35 167.95
Sub Total 1,140.19 965.74
Total Eligible Tier-1 Capital (1,225.56) 818.77
192
31-12-2012 31-12-2011
Taka Taka
General Provision (UC + SMA + Off B/S exposure+ Consumer Finance) 366.47 400.85
Revaluation Reserve for Approved Securities (ICB Share) up to 50% 5.86 13.47
Other (Balance of Exchange Equalization A/C) 2.63 2.29
Sub-Total 751.56 793.53
Deductions (Investments in Subsidiaries which are not consolidated) - -
Tier-3 (Eligible for market risk only)
Short-term subordinated debt - -
Total Supplementary Capital - 793.53
Capital shortfall has been calculated as per Guidelines on Risk Based Capital Adequacy of Bangladesh Bank. Due
to change of classifcation rule and taken into qualitative judgment pointed out by the regulators and external auditors,
classifed loans have increased and accordingly requirement of provision has also been increased signifcantly which
has been fully accounted for in the fnancial statements. Moreover, valuation adjustment has also been added with the
capital shortfall. If the valuation adjustment is not added with the capital shortfall, it will come down to Tk. 2,749.37 crore.
13.6 Risk Weighted Assets (RWA):
Risk Weighted Assets (RWA) for Amount in Crore
A. Credit Risk
On - Balance sheet 16,022.26 15,090.69
Off - Balance sheet 302.37 269.02
16,324.63 15,359.71
B. Market Risk 2,298.77 3,617.67
C. Operational Risk 2,831.90 2,433.90
Total: RWA (A+B+C) 21,455.30 21,411.28
13.6(a) Consolidated Risk Weighted Assets (RWA):
Risk Weighted Assets (RWA) for
A. Credit Risk
On - Balance sheet 15,910.07 15,075.13
Off - Balance sheet 302.37 269.02
16,212.44 15,344.15
B. Market Risk 2,817.51 4,389.53
C. Operational Risk 2,856.60 2,442.40
Total: RWA (A+B+C) 21,886.55 22,176.08
14 Statutory Reserve
Transferred during the year - 1,468,996,638
Closing balance 4,139,818,028 4,139,818,028
This has been made in accordance with Section 24 of the Bank Companies Act, 1991 and shall be maintained until it
equals to the Paid-up Capital.
14(a) Consolidated Statutory Reserve
Agrani Equity & Investment Limite - -
Agrani SME Financing Limited 5,709,198 -
4,145,527,226 4,139,818,028
15 General Reserve 5,000,000 5,000,000
15(a) Consolidated General Reserve
Agrani Bank Limited 5,000,000 5,000,000
59,731,264 59,731,264
31-12-2012 31-12-2011
Taka Taka
16 Asset Revaluation Reserve
Transferred during the year (6,394,258) 5,512,538,171
Less: Deferred Tax Liability (Note - 9.6) - (153,951,292)
7,532,023,591 7,538,417,849
16(a) Consolidated asset revaluation reserve
7,532,023,591 7,538,417,849
17 Revaluation & Amortization Reserve
Changes in accounting policy (269,357,597) (902,502,801)
Surplus of Amortization of Securities (HTM) 95,643,755 122,135,009
Revaluation reserve on investment in Govt. Securities (HFT) 21,532,294 147,222,588
Closing Balance 117,176,049 269,357,597
17(a) Consolidated revaluation and amortization
117,176,049 269,357,597
18 Retained surplus from proft & loss account
Operating proft before provision 10,067,376,618 14,742,599,842
Less: Amortization of Valuation Adjustment (Note - 9.8) 1,329,500,000 1,329,500,000
Proft /(loss) Before Provision & Tax 8,737,876,618 13,413,099,842
Less:
General Provision for UC loans during the year (Note - 38) (358,421,137) 276,825,567
Provision for SMA during the year (Note - 38) 18,368,181 366,770,070
Provision for Bad and Doubtful loans (Note - 38) 25,276,133,201 3,733,593,789
3% General reserve for Consumer Financing (Note - 38) (48,058,685) (12,155,000)
Other Provision (Note - 39) 2,492,601,234 1,703,082,226
27,380,622,794 6,068,116,652
Net Proft /(loss) Before Tax (18,642,746,176) 7,344,983,190
Less : Provision for Income Tax
Current tax (Note - 12.4) 1,580,000,000 4,250,000,000
Deferred tax (Note - 9.6) (1,602,174,107) 595,085,587
Net proft/(loss) after tax (18,620,572,069) 2,499,897,603
Add: Retained Proft/(Loss) for the previous period 4,978,266,572 4,493,889,607
Less: Transfer to Statutory reserve - 1,468,996,638
Less: Bonus Share Issue 901,176,400 546,524,000
Retained Proft/ (Loss) for the year (14,543,481,897) 4,978,266,572
18(a) Consolidated Retained surplus
Agrani Bank Limited (14,543,481,897) 4,978,266,572
Agrani Equity & Investment Limited (949,371,245) (831,461,483)
(14,971,828,923) 4,633,770,065
Less: Minority Interest 32 -
(14,971,828,955) 4,633,770,065
19 Foreign Currency Translation Reserve
Opening Balance 22,855,772 -
Add: Foreign Currency Translation Gain/(Loss) 3,499,058 22,855,772
Closing Balance 26,354,830 22,855,772
20 Minority Interest
Share Capital 1,800 -
Retained Earnings 32 1,800
1,832 1,800
194
31-12-2012 31-12-2011
Taka Taka
21 Acceptances and endorsements (contingent liabilities)
Letters of Guarantee (Note - 21.1) 5,150,104,323 4,420,450,685
Bills for Collection (Note - 21.2) 18,535,663,840 17,661,445,903
Other Contingent Liabilities (Note - 21.3) 3,660,369,424 3,634,365,482
Claims against the bank not acknowledged as debt 12,457,199,000 6,371,460,000
112,418,753,282 113,392,815,019
21.1 Letters of Guarantee
Claims lodged against the bank company, which is not recognized as debt - 6,371,460,000
Bank is contingently liable in respect of guarantee given favoring:
Directors - -
Government 36,737,694 8,094,569
Banks and other fnancial institutions 295,564,089 16,999,808
Foreign Banks against government counter guarantee 1,975,167,644 2,187,349,959
Others 2,842,634,896 2,208,006,349
5,150,104,323 4,420,450,685
21.2 Bills for collection:
Payable in Bangladesh 748,391,158 1,006,838,130
Payable outside Bangladesh 17,787,272,682 16,654,607,773
18,535,663,840 17,661,445,903
21.3 Other Contingent Liabilities:
Inland Travelers Cheque 38,759,000 34,751,652
Upahar Cheque 1,832,500 20,057,950
Shanchay Patra 2,994,077,924 2,432,255,880
Agrani Bank Shilpa Unnayan Bond 625,700,000 1,147,300,000
3,660,369,424 3,634,365,482
Liability will be created for the Bank by the sales amount of Inland Travelers Cheque, Upahar Cheque, Shanchay Patra
and Agrani Bank Shilpa Unnayan Bond, as such as saleable price of present stock of such instruments have been
considered as contingent liabilities.
21.4 Geographical Location - wise Contingent Liabilities:
Dhaka Region 104,665,108,059 105,977,449,002
Khulna Region 953,330,785 977,266,674
Rajshahi Region 1,102,203,980 829,478,392
Barisal Region 954,926,895 58,145,193
Sylhet Region 70,471,140 1,218,499,079
Rangpur Region 421,447,474 236,884,914
Mymensing Region 74,036,776 44,898,143
Comilla Region 187,588,351 819,253,970
Faridpur Region 109,803,880 33,801,847
112,418,753,282 113,392,815,019
21 (a) Consolidated Contingent Liabilities
112,418,753,282 113,392,815,019
22 The disclosures in the proft and loss account
Income:
Interest, discount and similar income 31,509,712,233 27,445,617,019
Dividend income 429,171,499 215,517,570
Fees, commission and brokerage 4,143,403,182 4,223,644,366
Gains less Losses arising from dealing in securities - -
Gains less Losses arising from investment securities - -
Gains less Losses arising from dealing in foreign currency - -
Income from non-banking assets - -
Other operating income 920,184,829 1,127,879,986
Proft less Losses on interest rate changes - -
Proft for changing interest rates on Loans & Advances - -
Loss for changing interest rates on deposit - -
37,002,471,743 33,012,658,941
31-12-2012 31-12-2011
Taka Taka
Expenses:
Interest, fees and commission 19,912,055,753 11,965,996,593
Losses on loans and advances 26,130,622,794 6,068,116,652
Administrative expenses 5,919,446,497 5,324,370,100
Other operating expenses 840,880,564 797,914,767
Depreciation on banking assets 262,712,311 181,777,639
53,065,717,919 24,338,175,751
23 Interest Income
a. Interest on Loans and Advances:
Interest on Rural Credit 640,782,294 554,792,002
Interest on Weavers Credit 1,177,566 1,597,603
Interest on Industrial Credit 4,884,014,235 3,524,193,228
Interest on Jute Advance 772,657,043 737,456,110
Interest on Leather Credit 295,423,964 227,333,210
Interest on Staff Loans 610,718,724 584,306,711
Interest on Loan-Others 5,319,743,109 4,539,734,660
Interest on Small and Micro Credit 245,952,396 241,031,628
Interest on Overdrafts 1,780,840,476 1,356,241,607
Interest on Cash Credit 5,605,935,790 4,136,434,153
Interest on Packing Credit 64,801,591 65,532,283
Interest on Loan against Impo. Merchandise 119,158,095 119,079,743
Interest on Payment Against Document 2,244,740,703 2,729,289,408
Interest on Foreign Bills Purchased 290,232,175 153,539,913
Interest on Inland Bills Purchased 146,732,831 22,020,904
Sub-total 23,022,910,992 18,992,583,163
b. Interest on Balance with other Banks and Financial Institution:
Interest on call loans to Banks 29,593,720 21,307,986
Interest received from local banks 316,840,785 261,643,117
Interest received from foreign banks 5,394,870 7,211,085
Sub-total 351,829,375 290,162,188
c. Income from write off Loans and advances 520,051,838 3,151,927,443
Total (a+b+c) 23,894,792,205 22,434,672,794
23.1 Geographical Location - wise Interest income:
Dhaka Region 14,868,944,882 14,447,313,673
Khulna Region 1,230,851,962 1,137,355,241
Rajshahi Region 855,844,465 834,349,498
Barisal Region 412,743,615 360,925,213
Sylhet Region 355,594,843 287,258,094
Rangpur Region 767,153,124 593,107,801
Comilla Region 715,865,832 610,889,208
Faridpur Region 520,875,149 391,598,537
23,894,792,205 22,434,672,794
23(a) Consolidated Interest Income:
23,984,781,264 22,434,672,794
Less: Interest on OD Account of Agrani Equity & Investment Limited 154,796,335 52,186,809
23,829,984,929 22,382,485,985
196
31-12-2012 31-12-2011
Taka Taka
24 Interest paid on deposits & borrowings
a. Interest paid on Deposits
Savings Deposits 2,143,416,301 2,012,770,355
Special Time Deposits 909,277,053 654,090,902
Fixed Deposits 10,351,980,616 6,740,720,452
Deposit Pension Scheme 202,707,200 209,411,787
Interest on staff provident fund 222,825,078 217,604,202
Interest paid on NFCD 1,153 113,003
Interest paid on ABPS 54,579,570 49,320,452
Interest paid on NRS Saving Deposits 2,380,800 1,112,846
Interest on ABS 552,595,342 326,769,594
Interest on MIS 711,771,400 -
Interest on MDS 19,483,976 -
Sub Total 15,171,018,489 10,211,913,593
b. Interest paid to Banks
Foreign Banks 85,732,514 44,413,901
Bangladesh Bank 114,364,573 108,491,503
Other Banks 1,544,506,458 998,389
Sub Total 1,744,603,545 153,903,793
c. Interest paid on Borrowings
Call Borrowings 1,112,384,102 892,575,209
Agrani Bank Shilpa Unnayan Bond 396,415 638,319
Discount on T.T sold 6,046,371 6,380,994
Repurchase agreement (repo) to BB 1,219,584,080 588,239,533
Repurchase agreement (repo) to Other Banks 650,479,201 96,819,917
Other Borrowings 7,543,550 15,525,235
Sub Total 2,996,433,719 1,600,179,207
Total (a+b+c) 19,912,055,753 11,965,996,593
24(a) Consolidated Interest paid on deposits & borrowings
19,912,055,753 11,965,996,593
Less: Interest on OD Account of Agrani Equity & Investment Limited 154,796,335 52,186,809
19,757,259,418 11,913,809,784
25 Investment income
Interest on Debenture 34,987,877 52,210,685
Dividend on Shares 429,171,499 215,517,570
Discount on 5, 10 & 3 years T&T bond 21,579,860 24,925,005
Interest on 25 years Govt. jute bond 82,408,869 -
Interest on 5,10,15 & 20 years govt. Treas. bond 4,564,594,213 3,198,512,136
Discount on treasury bills 625,540,870 399,586,756
5 Years SPL Treasury Bond (kohinoor) 1,552,042 5,058,000
Govt. Treasury Bond (BPC) 959,000,000 141,572,600
Govt. Treasury Bond (BJMC) 333,401,369 65,190,137
Prime Bank Limited Bond 20,728,511 20,700,000
Mutual Trust Bank Limited Bond 36,049,314 36,000,000
National Bank Limited Bond 23,068,265 23,000,000
BRAC Bank Limited Subordinated Bond 125,915,239 93,750,000
Orascom Telecom BD Bond 47,775,000 59,221,726
Northern Power Solutions Ltd. Bond 90,000,000 40,635,615
Proft on Sale of Shares 12,878,225 111,272,517
Proft on Sale of Securities 635,440,374 739,309,048
8,044,091,527 5,226,461,795
The above investment incomes were earned from Dhaka region only.
25(a) Consolidated Investment Income
8,142,960,408 5,312,508,806
31-12-2012 31-12-2011
Taka Taka
26 Commission, exchange earnings & brokerage
Commission on bills (Foreign & Inland) 67,042,808 68,902,867
Commission DD, TT & MT (Local) 195,617,848 205,241,544
Commission on DD, TT, TC (Foreign) 24,525,758 29,707,944
Commission on Letters of Guarantee (Local) 51,145,797 38,323,757
Commission on Travelers Cheque - 940,476
Commission on Letters of Guarantee (Foreign) 12,129,446 5,483,470
Commission on Letter of Credit 932,438,601 946,426,976
Commission on Dividend Warrant - 470,310
Commission on Underwriting 17,922,595 17,483,566
Commission on Export bill 159,122,124 166,431,648
Commission on LIM 3,861,190 5,599,967
Commission on Army Pension Paid 9,269 1,049,647
Commission on Food procurement Bills 89,508,922 65,539,446
Foreign correspondence charges 14,163,860 13,748,691
Exchange account foreign currency 2,397,812,286 2,455,329,338
Commission on Sanchay patra 17,948,378 14,867,648
Consortium/Syndication Fee 21,150,060 68,750,173
Loan processing fee 42,611,272 51,285,248
Discount on bills 254,870 127,220
Commission on Miscellaneous 96,138,098 67,934,430
4,143,403,182 4,223,644,366
26.1 Geographical Location-wise Commission, Exchange and brokerage
Dhaka Region 3,487,619,590 3,570,889,164
Chittagong Region 210,058,351 260,431,141
Khulna Region 65,637,707 79,758,565
Rajshahi Region 80,067,583 71,139,819
Barisal Region 49,956,430 25,547,240
Sylhet Region 14,306,300 22,802,581
Rangpur Region 61,777,492 57,551,003
Comilla Region 100,291,054 69,479,794
Faridpur Region 20,847,903 20,406,641
4,143,403,182 4,223,644,366
26(a) Consolidated Commission, Exchange and Brokerage:
4,150,037,566 4,230,405,553
27 Other operating income
Rent on Immovable Properties & Godown 2,611,446 2,826,784
Rent on SD Lockers 6,029,309 5,046,356
Proft on sale of other assets 791,647 1,545,401
Postage Recoveries 104,095,912 109,154,780
Telegram Recoveries 7,113,792 7,785,844
Trunk-call Recoveries 7,050,029 4,615,832
Account Maintenance Fee 427,030,246 524,138,176
Remittance 7,129,619 9,276,251
Insurance Recoveries 10,899 952,264
Service charge on rural credit 149,243 9,013,642
Service charge on Weavers/Hosiery credit - 188,045
Service charge on Industrial credit - 295,585
Service charge on other credit 40,898,783 46,825,408
Sales proceeds on loan application form 2,015,456 3,072,327
Annual Charges on deposit A/C 52,069,098 177,664,512
Annual Charges on Loan A/C 706,442 11,292,032
Service Charges on FSS 73,668,945 72,186,720
Remuneration from Sanchaya Patra 1,936,815 1,859,799
Sale of LC/Export/Tender Schedule Form 5,249,863 6,147,535
Telephone, Telex & Swift charges 33,116,520 30,514,836
Account Closing Charge 7,865,461 9,024,541
Rebate received from Foreign bank 30,465,418 23,434,710
Proceeds realization certifcate charges 6,939,154 4,902,822
Service Charges on Civil Pension paid 992,003 1,553,373
Service Charges on Deposit A/C 63,020,951 64,562,411
Others 39,227,778 -
920,184,829 1,127,879,986
198
31-12-2012 31-12-2011
Taka Taka
27(a) Consolidated Other Operating Income
Agrani Bank Limited 920,184,829 1,127,879,986
1,050,949,536 1,209,438,182
28 Salary and allowance etc.
Salaries- offcers 1,688,100,510 1,487,946,472
Salaries- staff 374,451,813 359,361,266
Dearness allowance (Offcers & Staff) - (57,494)
Fringe Beneft (Offcers & staff) - (174,186)
Bonus (offcers & Staff) 340,601,162 324,604,053
Banks contribution to provident fund 31,459,468 17,902,285
Banks contribution to employees pension fund 467,896,454 500,075,185
Banks contribution to gratuity fund 47,832,213 25,876,930
Conveyance allowances 3,963,408 3,165,185
Entertainment allowances 1,304,190 1,012,421
Children education allowances 25,688,002 25,891,301
Hill Allowances 3,042,158 2,879,293
Honorarium & Fees 5,678,336 25,133,638
Medical Expenses 2,911,588 2,036,016
Medical Expenses consultation fees 961,400 1,004,169
Medical allowances 106,039,587 101,800,721
Uniform and other apparels 16,122,784 16,978,512
Overtime expenses 14,111,472 11,678,471
Staff income tax 65,982,446 56,035,052
Lunch subsidy 457,039,741 414,885,313
Leave Encashment 41,375 (3,938)
Sports and cultural activities 14,104,900 9,340,182
House rent allowances (offcers) 759,429,689 717,945,464
House rent allowances (staff) 184,265,402 187,653,198
Wages paid to temporary employees 75,788,416 39,025,383
Death relief grant scheme 12,500,000 12,500,000
Staff transport fare 20,270,000 17,092,921
Police & Ansar Expenses 104,204,304 76,502,130
Ex-Gratia 34,072 302,753
DMD Allowances 782,200 636,650
Other allowances 16,055,627 13,276,630
4,840,662,717 4,452,305,976
28(a) Consolidated Salary and Allowance etc.
4,914,689,602 4,482,497,194
29 Rent, taxes, insurance, lighting etc.
Rent on Premises 276,637,353 230,506,839
Rent on Godown 3,287,584 2,559,731
Lighting Charges 54,659,074 38,458,295
Insurance Charges on vehicles 3,263,418 3,370,800
Insurance Charges on property 1,669,957 1,189,125
Rates,Taxes, Ceases 18,775,236 13,597,421
Taxes on Immovable Property 228,677 69,268
Insurance Charges on Deposits 128,737,333 105,443,594
487,258,632 395,195,073
29(a) Consolidated rent, taxes, insurance, lighting etc.
508,340,020 411,665,844
31-12-2012 31-12-2011
Taka Taka
30 Legal expenses
Court fees 1,611,798 603,853
Lawyers fees 6,329,592 5,325,745
Other legal expenses 12,457,781 8,142,127
20,399,171 14,071,725
30(a) Consolidated Legal Expenses
Agrani Equity & Investment Limited 410 -
Agrani SME Financing Limited 5,480 -
20,405,061 14,071,725
31 Postage, stamp, telegram & telephone
Postages 58,884,923 57,774,290
Telegram Charges 2,095,841 331,108
Telex & Teleprinter charges 71,122,817 43,100,750
Stamps 45,170 227,331
Telephone Charges (Offce) 16,963,426 15,653,938
Telephone Charges (Residence) 1,779,894 1,471,112
Trunk-call charges 105,636 104,362
150,997,707 118,662,891
31(a) Consolidated postage, stamp, telegram & telephone
Agrani Equity & Investment Limited 55,073 25,146
Agrani Remittance House SDN. BHD. Malaysia 312,632 246,170
152,837,445 120,322,767
32 Stationery, printing, advertisement
Security Stationery 25,062,240 25,037,635
Printing Stationery 93,826,134 85,555,459
Paper & Table Stationery 23,494,663 20,323,776
Advertisement publicity charge (Tender) 1,615,603 1,052,774
Advertisement publicity charge (Development) 34,860,837 44,900,000
178,859,477 176,869,644
32(a) Consolidated Stationery, printing, advertisement
Agrani Exchange House Pvt. Limited Singapore 990,469 816,287
181,526,091 178,053,409
33 Chief executives salary and allowances
Salary 4,700,000 4,700,000
Allowances - -
4,700,000 4,700,000
33(a) Consolidated Chief executives salary and allowances
4,820,000 5,060,000
34 Fees & allowances of Directors
Fees for attending board meetings 3,473,000 3,875,500
Allowances - 519,800
3,473,000 4,395,300
34(a) Consolidated Fees & allowances of Directors
Agrani Exchange House Pvt. Limited, Singapore - -
Agrani Remittance House SDN. BHD., Malaysia 5,078,223 2,992,855
9,448,973 8,115,655
35 Auditors Fees
Audit Fee (Statutory Audit) 3,237,344 2,500,000
Vat on Audit Fee @ 15% - -
Audit Fee (Others) - 30,000
3,237,344 2,530,000
200
31-12-2012 31-12-2011
Taka Taka
35(a) Consolidated Auditors Fees
3,545,958 2,750,060
36 Depreciation & repairs of banks assets
a. Depreciation of Banks Assets:
Bank Buildings 14,851,812 7,028,213
Furniture & fxtures 36,077,663 26,372,793
Motor Vehicles 27,469,584 19,846,678
Offce Equipment 14,766,459 10,232,539
Electric material 32,336,102 19,648,716
Computers 137,028,498 98,501,753
Library Books & Others 182,193 146,947
Sub total 262,712,311 181,777,639
b. Repairs & Maintenance of Banks Assets:
Bank Buildings 39,462,597 20,616,094
Furniture & fxtures 5,170,222 4,276,861
Motor Vehicles 87,952,135 81,408,495
Offce Equipment 2,219,562 2,730,181
Computers 41,226,238 27,509,814
Electric Equipment & Lighting Materials 16,202,494 13,208,115
Renovation & Maintenance of Branch Premises 37,625,201 5,889,931
Sub total 229,858,449 155,639,491
Total (a+b) 492,570,760 337,417,130
36(a) Consolidated Depreciation & repairs of banks assets
Agrani Equity & Investment Limited 2,081,264 968,855
498,331,907 341,242,967
37 Other expenses
Conveyance/ Transportation Charges 30,674,558 25,569,599
Petroleum, Oil and Lubricants for vehicles 21,911,894 16,383,467
Petroleum, Oil and Lubricants for generator 48,176,604 22,788,003
Entertainment Charges 26,781,565 17,874,406
Entertainment (Excluding ceiling) 14,763,858 14,030,626
Traveling Expenses 56,062,161 31,718,161
Traveling Expenses (Foreign) 1,003,859 -
Remittance (Through Bank Exchanges) 9,319,110 12,721,629
Remittance (Cash) 56,027,547 43,752,419
Registration Charges 643,803 559,232
Mortgages Fee of Land/Home of SHBL 2,598,976 3,835,056
Bankers Clearing House charges 413,808 382,428
Loss on Sale of Furniture & Fixture 221,017 -
Loss on Sale of Shares and Securities 248,703 331,320,658
Loss on Sale of Properties 5,068,042 -
Loss on Sale of Other Assets 48,470 41,016
Newspapers & Periodicals 6,975,430 6,761,458
Upkeep of offce premises 22,027,339 19,436,162
Business Development Expenses 88,196,195 93,900,190
Training Expenses 32,962,002 20,673,253
Washing Charges 2,143,355 2,045,675
Closing expenditure 19,444,781 15,477,512
Micro Enterprise Development Unit - 176,927
Subscription 12,862,247 6,413,265
Donation 36,210 82,958
Funeral expenses 1,295,000 966,931
Fees and commission 655,126 19,450,116
Loss on Revaluation of Security 194,277,134 89,940,899
Loss on Amortization of Securities - 600,425
Loss on Sale of Dealing with Non-Banking Assets - 1,012,296
Others 186,041,770 -
840,880,564 797,914,767
31-12-2012 31-12-2011
Taka Taka
37(a) Consolidated Other Expenses
1,024,828,252 870,807,835
38 Provision for loans & advances
Provision for Bad & Doubtful Loans & Advances ( Note - 12.5) 25,276,133,201 3,733,593,789
Unclassifed loans & advances (Note -12.6) (358,421,137) 276,825,567
Special Mention Account (Note - 12.7) 18,368,181 366,770,070
3% General reserve for consumer fnancing (Note -12.8) (48,058,685) (12,155,000)
24,888,021,560 4,365,034,426
38(a) Consolidated provision for loans & advances
24,962,031,507 5,293,098,945
39 Other provisions
Provision for off balance sheet exposures (Note - 12.10) 44,348,348 210,533,944
Provision for investment(Note - 12.11) 1,642,313,038 285,760,668
Incentive Bonus/Ex-Gratia 430,000,000 800,000,000
Staff Benevolent Fund 100,000,000 100,000,000
Add back Auditors Fee (VAT) - (185,250)
Add back Incentive Bonus (200,000,000)
Add back Provision for Expenses - -
Provision for Other Assets:
Sundry Debtors Staff & Others 41,397,333 13,727,770
Clearing Adjustment 1,831,761 (590,040)
Army Pension Paid 403,392,773 366,145,261
Protested Bills (Note - 12.12.a) (3) 1,439,019
Branch Adjustment - (5,000)
Exempted Loans & Interest on Exempted Loans 26,547,303 (73,744,146)
Legal Charges 845,933 -
BCCI London 1,924,748 -
Sub Total 475,939,848 306,972,864
Grand Total 2,492,601,234 1,703,082,226
39(a) Consolidated Other Provision
2,492,601,234 1,703,082,226
40 Consolidated Current Tax Expense
Agrani Exchange House Pvt. Limited Singapore (50,033) (584,471)
1,613,182,818 4,257,981,794
41 Consolidated Deferred Tax Expense
Agrani Bank Limited (1,602,174,107) 595,085,587
Agrani Equity & Investment Limited 458,922 -
(1,601,715,185) 595,085,587
42 Interest Receipts in Cash
Loans & Advances 22,616,938,015 18,275,372,255
Investment 7,257,877,934 4,633,385,253
Balance with Other Banks & Financial Institutions 294,041,100 278,739,585
30,168,857,049 23,187,497,093
202
31-12-2012 31-12-2011
Taka Taka
42(a) Consolidated Interest Receipts in Cash
30,309,829,078 23,279,323,578
43 Interest Payments in Cash
Agrani Bank Pension Scheme (ABPS) 68,215,514 47,286,252
Agrani Bank Special Deposit Scheme (ABS) 384,856,451 209,501,354
Call Deposit - -
Deposit Pension Scheme (DPS) 183,388,898 189,206,135
Fixed Deposit Receipts 8,548,847,466 5,687,954,804
Non Resident Foreign Currency Deposit 1,153 113,003
Non Resident Saving Deposit 2,380,800 1,112,846
Savings Deposit 2,143,416,301 2,012,770,355
Special Notice Deposit 909,216,134 648,452,670
Staff Provident Fund 222,825,078 217,604,202
Borrowings 2,979,608,832 1,582,992,611
Banks & Other Financial Institutions 1,744,603,545 153,903,793
17,832,278,032 10,750,898,025
43(a) Consolidated Interest Payments in Cash
18,086,960,040 10,803,303,072
44 Cash receipts from other operating activities
Account Closing Charge 7,809,717 9,050,730
Account Maintenance Charge 427,093,029 523,250,123
Closing Charges on deposit A/C 51,893,826 178,180,094
Closing Charges on Loan A/C 724,342 11,315,601
Insurance 10,899 952,264
Miscellaneous Earnings 34,287,511 4,615,766
Postage 103,932,956 109,718,761
Proceeds realization certifcate charges 6,950,354 4,899,322
Proft on sale of other assets 791,647 1,577,954
Rebate received from Foreign bank 30,465,418 23,436,396
Remittance 7,101,357 9,220,763
Rent on Properties & Godown 2,611,446 2,826,784
Rent on SD Lockers 6,029,309 5,046,356
Sales proceeds of Export Enlistment forms & Tender schedule 5,249,863 6,147,535
Sales proceeds on loan application form 2,015,456 3,072,327
Service Charge on Pension paid 802,099 1,508,186
Service Charge on Deposit A/C 63,020,951 64,562,411
Service charge on Industrial credit - 295,585
Service charge on other credit 40,883,091 46,822,433
Service charge on rural credit 61,022 9,013,642
Service Charge on weaver/hosiery credit - 188,045
Service Charges on FSSAP 73,459,977 79,698,782
Service Charges on Sanchaya Patra 1,885,163 2,703,716
Telegram 7,121,497 7,877,560
Telephone, Telex & Swift charges 33,106,143 30,493,581
Trunk-call 7,055,864 4,636,940
914,362,937 1,141,111,657
44(a) Consolidated Cash receipts from other operating activities
Agrani Bank Limited 914,362,937 1,141,111,657
Agrani Equity & Investment Limited 309,103 2,150,749
917,672,303 1,145,323,910
31-12-2012 31-12-2011
Taka Taka
45 Cash payment for other operating activities
Auditors Fee 2,737,344 1,265,000
Directors fees and allowances 3,473,000 4,395,300
Legal charges 20,453,379 14,855,020
Other expenses 911,970,253 667,481,376
Postage, stamps, telegrams and telephone 151,080,777 118,863,902
Rent, taxes, insurance lighting etc. 487,528,596 393,265,860
Repairs to fxed assets 246,603,773 150,669,261
1,823,847,122 1,350,795,719
45(a) Consolidated Cash payment for other operating activities
1,941,521,652 1,662,480,467
46 Operating proft before changes in operating assets & liabilities
Proft before Income Tax (17,392,746,176) 7,344,983,190
Add: Depreciation 262,712,311 181,777,639
Less: Effect of exchange rate changes (2,397,812,286) (2,455,329,338)
(19,527,846,151) 5,071,431,491
Income receivable (188,614,325) (432,736,058)
(19,716,460,476) 4,638,695,433
Expenses payable 1,431,012,764 1,132,720,517
Add: Provision & Amortization 27,821,463,234 7,397,616,652
9,536,015,522 13,169,032,602
46(a) Consolidated Operating proft before changes in operating assets & liabilities
Agrani Equity & Investment Limited (72,748,949) (112,694,701)
Agrani SME Financing Limited 50,143,304 (1,514,077)
Agrani Remittance House SDN. BHD. Malaysia 1,336,306 874,176
9,528,876,542 13,065,124,177
47 Cash & cash equivalent at the end of the period
Cash in hand & with Bangladesh Bank & Sonali Bank Ltd. 20,683,023,020 18,928,174,857
Balance with Other Banks 5,293,695,066 3,612,914,097
Money at Call & Short Notice 2,700,000,000 1,000,000,000
Prize Bonds 13,794,600 13,261,900
28,690,512,686 23,554,350,854
47(a) Consolidated Cash & cash equivalent at the end of the period
29,705,525,621 24,251,611,650
Less: Balance with Agrani Bank Ltd. 785,540,364 508,382,955
28,919,985,257 23,743,228,695
48 Consolidated Shareholders Equity
Paid up Capital 9,912,940,400 9,011,764,000
Statutory Reserve 4,145,527,226 4,139,818,028
General Reserve 59,731,264 59,731,264
Asset Revaluation Reserve 7,532,023,591 7,538,417,849
Revaluation & Amortization Reserve in Govt. Securities 117,176,049 269,357,597
Retained proft/(Loss) from proft and loss account (14,971,828,955) 4,633,770,065
Minority Interest 1,832 1,800
6,821,926,237 25,675,716,375
204
31-12-2012 31-12-2011
Taka Taka
49 Current Ratio
The Bank had the following current assets and current liabilities as on 31 December 2012 & 2011 as per liquidity statement.
Current Assets:
Cash
4,569,478,020 4,328,505,891
Balance with other banks and fnancial institutions
5,103,110,644 3,514,292,713
Money at call and short notice
2,700,000,000 1,000,000,000
Investment
18,092,921,084 28,501,812,377
Loans and advances
97,827,032,272 108,667,084,000
Other assets
- -
Total current assets
128,292,542,020 146,011,694,981
Current liabilities:
Borrowing from other banks, FI and agents
10,064,652,429 25,746,482,823
Deposits
62,241,808,202 55,431,451,058
Provisions and other liabilities
7,755,320,375 6,239,193,275
Total Current liabilities
80,061,781,006 87,417,127,156
Current Assets exceeding Current Liabilities
48,230,761,014 58,594,567,825
Current Ratio:
Current assets
128,292,542,020 146,011,694,981
Current liabilities
80,061,781,006 87,417,127,156
1.60 1.67
50 Categories of fnancial assets and fnancial liabilities in accordance with Bangladesh Financial Reporting Standard (BFRS-7)
(Figure in million Taka)
Group Bank
Particular
2012 2011 2012 2011
Carrying
amount
Fair
value
Carrying
amount
Fair
value
Carrying
amount
Fair
value
Carrying
amount
Fair
value
Financial Assets
Loans and receivable 255,879 255,879 194,833 194,833 270,859 270,859 239,543 239,543
Held to maturity 51,872 52,028 4,120 4,239 51,872 52,028 48,963 49,085
Held for trading 19,073 19,140 30,481 30,968 19,073 19,140 16,439 16,673
Available for sale 6,954 9,055 6,760 11,133 6,954 9,055 8,765 8,965
Non-Financial Assets 31,191 31,191 27,457 29,764 25,247 31,063 28,319 34,065
Total Assets 364,969 367,293 263,651 270,937 374,005 382,145 342,029 348,331
Financial Liabilities
Financial Liabilities at fair
value through proft or loss - - - - - - - -
Financial liabilities measured
at amortised cost 304,065 304,065 215,114 215,114 304,770 304,770 280,440 280,440
Non-Financial Liabilities-
provision 63,117 63,117 33,225 33,225 61,859 61,859 42,438 42,438
Total liabilities 367,182 367,182 248,339 248,339 366,629 366,629 322,878 322,878
Detailed Classifcations of Financial Instruments in Annexure-H.
51 Reconciliation between presentation of Assets & Liabilities in fair value as mentioned in note - 50 and balance sheet:
Group Bank
Assets presented at fair value as per note # 50
367,293 382,145
Less:Market price of assets not considered as fair value
(11,613) 3,429
Value of assets as per balance sheet
378,906 378,716
206
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Group Bank
53 PERFORMANCE EVALUATION 2012 2011 2012 2011
Average Cost of Deposits (%) 5.76 3.68 5.76 4.46
Average Cost of Borrowing (%) 9.52 3.48 8.82 3.48
Average Cost of Agrani Bank Shilpa Unnayan Bond (%) 10.81 15.58 10.81 15.58
Average Yield on Loans & Advances (performing loan) (%) 13.86 11.19 13.86 11.19
Average Yield on Investments (%) 9.52 13.69 9.41 16.70
Average Yield on Call loans to Bank (%) 3.57 3.55 3.57 3.55
Average Yield on Balance with other Banks (%) 23.08 12.36 14.35 12.36
Net Spread (%) 4.71 5.96 4.23 5.64
Net Interest Margin (%) 1.84 4.29 1.61 3.83
Contribution of non-interest bearing liabilities (%) 2.87 1.67 2.62 1.81
Detail of calculations is given in Annexure I.
54 Workers Participation Fund
SRO-336-AIN/2010 dated 5-10-2010 issued by Ministry of Labor and Employment and published in Bangladesh
gazette on 07-10-2010 declaring the status of business of certain institutions and companies ( like mobile operating
companies, mobile network service providing company , all Govt. and Non-govt. money lending companies etc.)
as Industrial Undertakings for the purpose of Chapter-XV of the Bangladesh Labor Act,2006 which deals with the
workers participation in companys proft by the way of Workers Participation Fund and Welfare Fund (WPFWP). The
Bangladesh Labor Act,2006 requires the Industrial Undertakings to maintain provision for workers proft participation
fund @5% on net proft. However, we have obtained legal opinion from Legal advisor in this regard where it has been
started that Agrani Bank Limited does not fall under this category. Therefore, no provision has been made in the
fnancial statements during the year under audit.

(MD. NAZRUL ISLAM FARAZI) (MOHAMMAD SHAMS-UL ISLAM) (SYED ABDUL HAMID)
General Manager Deputy Managing Director Managing Director & CEO
208
Annexure-A
Detail Information of Advances More than 10% of Banks Paid-up Capital ( funded & non-funded)
(Amount in Crore Tk.)
Sl. No. Name of Borrower
Outstanding as on December 31, 2012
Funded Non-funded Total (3+4) C.L Status Recovery
1 2 3 4 5 6 7
State Owned Enterprises
1 Bangladesh Petroleum Corporation 1,692.07 4,480.15 6,172.22 UC -
2 Bangladesh Power Development Board - 195.73 195.73 UC -
Sub Total 1,692.07 4,675.88 6,367.95 -
Private Sector
3 Diamond Cement Limited (1+2) 97.81 19.98 117.79 UC 43.47
4 Prime Group 134.48 50.48 184.96 UC
5 SDS International Limited 162.83 - 162.83 BL -
6 Meghna Group 86.62 4.30 90.92 UC -
7 Abul Khair Steel Limited 104.04 - 104.04 UC -
8 Apex Foods Limited 115.50 0.99 116.49 UC 1.62
9 Sad Musa Fabrics Limited (Unit -1+2+3) 74.67 54.82 129.49 UC 40.25
10 Samannaz Oil limited 101.29 - 101.29 UC 27.53
11 Bay Tanneries Limited 97.78 8.03 105.81 UC 39.27
12 Dhaka Hyde & Skins Limited 166.02 8.01 174.03 UC 9.38
13 Siddique Traders 150.92 - 150.92 BL 51.66
14 Marrine Vegetable Oil Limited 325.71 - 325.71 DF -
Sub Total 1,617.67 146.61 1,764.28 213.18
Grand Total 3,309.74 4,822.49 8,132.23 213.18
Annexure - B.1
Particulars
No. of
Quantity
Face Value
Rate of
Interest
Cost Value/
Previous Value
Market value on
31/12/2012 (Tk.)
Amount Booked
Amortization
Rev. Reserve
A/C
Treasury Bills in HFT
Approved:
364 Days 2 329,900,000 11.37-11.40 296,253,297 305,528,172 - 95,872
Sub-Total 329,900,000 296,253,297 305,528,172 95,872
Treasury Bills in (Lien at BB under ALS facilities)
91 Days 4 953,200,000 9.15-9.50 931,512,415 931,512,415 - -
182 Days 2 547,000,000 10.85 518,925,225 518,925,225 - -
364 Days 3 1,039,200,000 11.18-11.20 934,826,573 934,826,573 - -
Sub-Total 2,539,400,000 2,385,264,213 2,385,264,213
Treasury Bills in (Lien at BB in favour of SCB)
182 Days 5 1,014,400,000 11.30-11.42 966,867,263 989,607,815 - 3,788,828
364 Days 15 3,229,200,000 10.75-11.43 2,976,287,167 3,051,810,779 - 1,975,285
Sub-Total 4,243,600,000 3,943,154,430 4,041,418,594 - 5,764,113
Total 7,112,900,000 6,624,671,940 6,732,210,979 5,859,985
Annexure - B.2
Particulars
No. of
Quantity
Face Value
Rate of
Interest
Cost Value/
Previous Value
Market value on
31/12/2012 (Tk.)
Amount Booked
Amortization
Rev. Reserve
A/C
Treasury Bond in HTM :
Approved:
Govt. Treasury Bond ( 5 years) 19 7,976,000,000 7.80-10.60 7,976,529,944 7,968,893,160 2,924,080 -
Govt. Treasury Bond ( 10 years) 27 9,972,700,000 8.50-12.50 9,756,484,501 9,782,281,267 91,877,597 -
Govt. Treasury Bond ( 15 years) 35 5,315,600,000 8.69-14.00 5,371,555,287 5,418,874,991 426,708 -
Govt. Treasury Bond ( 20 years) 34 4,525,700,000 9.10-13.14 4,556,203,284 4,573,585,083 415,370 -
Total Treasury Bond in HTM 7,790,000,000 27,660,773,016 27,743,634,501 95,643,755 -
Other Bonds in HTM
Approved:
Jute Sector (25 Years) 2 384,835,000 5.00 384,835,000 384,835,000 - -
Treasury Bond (Froozen Food) (03 Years) 1 366,900,000 Interest Free 366,900,000 366,900,000 - -
02 Years Treasury Bond (Agrani Bank - BPC)-2013 1 2,000,000,000 7.00 2,000,000,000 2,000,000,000 - -
05 Years Treasury Bond (Agrani Bank-BJMC)-2017 1 1,019,800,000 5.00 1,019,800,000 1,019,800,000 - -
Total Other Bonds in HTM 20,570,335,000 20,570,335,000 20,570,335,000 - -
Treasury Bond in (Lien at BB under OD facilities)
Approved:
Govt. Treasury Bond ( 5 years) 13 3,666,100,000 7.80-10.60 3,640,596,582 3,713,845,490 - -
Total Treasury Bond in HTM 3,666,100,000 3,640,596,582 3,713,845,490 - -
Total Treasury Bond & Other Bonds in HTM (A) 52,026,435,000 51,871,704,598 52,027,814,991 95,643,755 -
Treasury Bond (HFT) :
Approved:
Govt. Treasury Bond ( 5 years) 8 2,559,100,000 10.60-11.55 2,551,589,343 2,554,997,915 - 6,998,172
Govt. Treasury Bond ( 10 years) 15 4,887,900,000 11.25-12.15 4,867,787,389 4,858,329,725 - 5,656,599
Govt. Treasury Bond ( 15 years) 13 2,166,700,000 11.65-12.14 2,174,705,851 2,152,523,198 2,302,619
Govt. Treasury Bond ( 20 years) 9 932,600,000 12.00-12.16 930,388,973 920,405,500 714,919
Total Treasury Bond in HFT (B) 10,546,300,000 10,524,471,556 10,486,256,338 - 15,672,309
Treasury Bond in (Lien at BB under ALS facilities)
Approved:
Govt. Treasury Bond ( 5 years) 4 852,000,000 11.45-11.50 852,435,070 849,570,279 - -
Govt. Treasury Bond ( 10 years) 5 930,700,000 11.75-11.81 930,438,943 930,699,478 - -
Govt. Treasury Bond ( 15 years) 1 58,500,000 12.08 58,580,181 58,500,000 - -
Govt. Treasury Bond ( 20 years) 2 82,900,000 12.18-12.28 82,817,489 82,900,000
Total Treasury Bond in HFT (C) 1,924,100,000 1,924,271,683 1,921,669,757 - -
Un Approved Other Bond :
Prime Bank Limited Subordinated Bond 1 180,000,000 11.50 180,000,000 180,000,000 - -
Orascom Telecom Bond 2 300,000,000 13.50 300,000,000 300,000,000 - -
Mutual Trust Bank Limited Subordinated Bond 1 300,000,000 12.00 300,000,000 300,000,000 - -
National Bank Limited Subordinated Bond 1 200,000,000 11.50 200,000,000 200,000,000 - -
Northern Power Solution Bond 5 500,000,000 18.00 500,000,000 500,000,000 - -
Total Unapproved Other Bond (D) 1,480,000,000 1,480,000,000 1,480,000,000 - -
Total (A+B+C+D) ( Note-6) 65,976,835,000 65,800,447,837 65,915,741,086 95,643,755 15,672,309
Grand Total (Annexure-B.1 & Annexure-B.2) ( Note-6) 73,089,735,000 72,425,119,777 72,647,952,065 95,643,755 21,532,294
210
Annexure-B.3
a.(i) Disclosure regarding outstanding Repo as on 31 December 2012:
Sl. no. Counter party name
Agreement
Date
Reversal
Date
Amount
(1st leg cash consideration)
01. Bangladesh Bank 12/30/2012 1/1/2013 3,986,385,000
02. Standard Chartered Bank 12/30/2012 1/1/2013 4,023,068,166
03. The Premier Bank Limited 12/30/2012 1/1/2013 900,307,562
Total 8,909,760,728
(ii) Disclosure regarding outstanding Reverse Repo as on 31 December, 2012:
Sl. no. Counter party name
Agreement
Date
Reversal
Date
Amount
(1st leg cash consideration)
Nil
Total
b. Disclosure regarding overall transaction of Repo and Reverse Repo:
Minimum outstanding
during the year
Maximum outstanding
during the year
Daily average outstanding
during the year
Securities sold under repo:
i) with Bangladesh Bank 967,385,000 36,085,570,000 13,028,697,415
ii) with other banks & FIs 472,589,761 7,735,186,118 4,350,143,108
Securities purchased under reverse repo: Nil
i) with Bangladesh Bank
ii) with other banks & FIs
Annexure-C.1
A. Shares Quoted
Particulars/
Name of Companies
No. of
Shares
Par Value
Average
cost
per share
Total
Book Value
Market Rate
as at
31-12-12
Market Value
as at
31-12-12
Unrealised
Capital
Gain/(Loss)
Provision Kept
Tk. Tk. Tk. Tk. Tk. Tk. Tk.
Banks
AB Bank Limited 1,981,812 10.00 112.14 222,241,266 33.70 66,787,064 (155,454,202) 155,454,202
Bank Asia Limited 3,076,944 10.00 38.36 118,026,776 21.50 66,154,296 (51,872,480) 51,872,480
City Bank Limited 1,157,000 10.00 65.59 75,889,682 26.80 31,007,600 (44,882,082) 44,882,082
Dhaka Bank Limited 698,575 10.00 37.17 25,964,820 24.80 17,324,660 (8,640,160) 8,640,160
IFIC Bank Limited 8,419,850 10.00 88.58 745,867,796 36.20 304,798,570 (441,069,226) 441,069,226
Mitual Trust Bank Limited 807,000 10.00 65.69 53,014,831 21.90 17,673,300 (35,341,531) 35,341,531
National Bank Limited 8,406,418 10.00 52.03 437,412,757 22.10 185,781,838 (251,630,919) 251,630,919
One Bank Limited 14,134,926 10.00 46.02 650,521,159 22.80 322,276,313 (328,244,846) 328,244,846
Prime Bank Limited 3,308,024 10.00 49.86 164,942,728 37.00 122,396,888 (42,545,840) 42,545,840
Shahjalal Islami Bank Limited 45,687,330 10.00 45.71 2,088,590,535 28.50 1,302,088,905 (786,501,630) 786,501,630
Southeast Bank Limited 13,140,340 10.00 44.00 578,172,161 20.00 262,806,800 (315,365,361) 315,365,361
Standard Bank Limited 1,163,700 10.00 35.63 41,467,819 19.20 22,343,040 (19,124,779) 19,124,779
NBFI
Bay Leasing 266,400 10.00 87.21 23,232,160 35.30 9,403,920 (13,828,240) 13,828,240
DBH 1,252,925 10.00 109.48 137,171,734 56.00 70,163,800 (67,007,934) 67,007,934
IDLC 8,662 10.00 231.91 2,008,830 91.90 796,038 (1,212,792) 1,212,792
PLFSL 100,174 10.00 69.22 6,934,276 32.40 3,245,638 (3,688,638) 3,688,638
ULC 280,740 10.00 77.54 21,769,543 31.20 8,759,088 (13,010,455) 13,010,455
Insurance
National Life Insurance Limited 62,216 10.00 428.86 26,682,143 302.70 18,832,783 (7,849,360) 7,849,360
Pragati Life Insurance Limited 379,181 10.00 142.56 54,056,950 62.40 23,660,894 (30,396,056) 30,396,056
Fuel & Power
DESCO 325,450 10.00 115.30 37,523,174 72.10 23,464,945 (14,058,229) 14,058,229
KPCL 48,150 10.00 107.40 5,171,497 49.80 2,397,870 (2,773,627) 2,773,627
Meghna Petrolium 2,600 10.00 186.32 484,438 158.50 412,100 (72,338) 72,338
Padma Oil 517,421 10.00 405.03 209,571,352 187.50 97,016,438 (112,554,914) 112,554,914
Power Grid Ltd 4,103,440 10.00 94.77 388,881,885 55.60 228,151,264 (160,730,621) 160,730,621
Sumit Power Ltd 6,956,465 10.00 93.59 651,076,555 53.30 370,779,585 (280,296,970) 280,296,970
Titas Gas Ltd 2,784,180 10.00 101.71 283,175,544 65.30 181,806,954 (101,368,590) 101,368,590
Pharmaceutical
Active Fine Chemical 93,500 10.00 75.15 7,026,272 72.70 6,797,450 (228,822) 228,822
Becon Pharma 15,750 10.00 49.52 779,945 16.50 259,875 (520,070) 520,070
Square Pharma 2,000,384 10.00 181.29 362,654,715 168.60 337,264,742 (25,389,973) 25,389,973
Engineering
Atlas Bangla 57,400 10.00 283.95 16,298,815 161.70 9,281,580 (7,017,235) 7,017,235
BSRM 246,000 10.00 199.76 49,140,608 67.90 16,703,400 (32,437,208) 32,437,208
S Alam CRST 863,000 10.00 72.62 62,674,896 49.10 42,373,300 (20,301,596) 20,301,596
Spinning & Textile
Malek Spinning 278,300 10.00 57.25 15,931,680 25.10 6,985,330 (8,946,350) 8,946,350
Metro Spinning 42,780 10.00 66.03 2,824,594 17.10 731,538 (2,093,056) 2,093,056
Square Textile 490,220 10.00 146.41 71,774,350 102.80 50,394,616 (21,379,734) 21,379,734
Miscelleneous
Aramit Cement 87,120 10.00 142.17 12,385,750 63.90 5,566,968 (6,818,782) 6,818,782
RAK Ceramics 20,922 10.00 137.49 2,876,616 56.80 1,188,370 (1,688,246) 1,688,246
DBH 1st Mitual Fund 131,500 10.00 17.50 2,301,289 7.10 933,650 (1,367,639) 1,367,639
Beximco Limited 2,904,035 10.00 167.01 485,007,630 64.40 187,019,854 (297,987,776) 297,987,776
Non-Trading Shares
BD Luggage 600 100.00 8.00 4,800 28.25 16,950 12,150 (12,150)
BCI Limited 1,230 100.00 15.25 18,756 53.00 65,190 46,434 (46,434)
Bangladesh Shipping 1,077 100.00 1,714.25 1,846,247 273.50 294,559 (1,551,688) 1,551,688
Bengal Biscuits Limited 420 100.00 33.00 13,860 90.00 37,800 23,940 (23,940)
Brac Bank SC Bond 750,000 1,000.00 1,000.00 750,000,000 1,085.00 813,750,000 63,750,000 -
Dacca Dying & Man. Limited 81,281 10.00 6.14 498,750 31.30 2,544,095 2,045,345 (2,045,345)
Green Delta M F 500,000 10.00 10.00 5,000,000 6.90 3,450,000 (1,550,000) 1,550,000
ICB (HTM) 1,054,687 100.00 47.76 50,375,015 59.70 50,375,015 - -
ICB (HFT) 1,063,040 100.00 47.76 50,773,955 1,508.25 1,603,330,080 1,552,556,125 (1,552,556,125)
Padma Printers & Colours 28,484 10.00 3.40 96,846 5.00 142,420 45,574 (45,574)
Phoenix Leather Company 599 100.00 100.00 59,900 361.50 216,538 156,638 (156,638)
LR Global BD M F 5,000,000 10.00 10.00 50,000,000 10.00 50,000,000 - -
Popular Life 1st M F 500,000 10.00 10.00 5,000,000 7.20 3,600,000 (1,400,000) 1,400,000
Total Quoted Shares (A) 135,282,252 9,055,217,697 6,953,653,911 (2,101,563,786) 2,165,313,786
*As per Investment Corporation of Bangladesh Ordinance 1976 the Banks shareholding in Investment Corporation of Bangladesh (ICB) will be at
least 2.5% of the total paid up share capital of ICB. The Investment Corporation of Bangladesh (General) Regulations 1977 puts some restrictions on
the sale of any ICB shares held by the Bank, with the prior consent of the Government. Since we are optimistic that Government will give the Bank
consent to sell its ICB shareholding exceeding 2.5%, should be situation arise, we have considered these excess shares as HFT shares.
212
Annexure-C.2
B. Share (Un-Quoted)
Name of Companies
No. of
Shares
Par
Value
Average
cost
per share
Total
Book Value
Market
Rate as at
31-12-2012
Market Value
as at
31-12-2012
Unrealised
Capital
Gain/(Loss)
Provision
Kept
Tk. Tk. Tk. Tk. Tk. Tk. Tk.
A.B.Biscuit Co ltd 378 100 100.00 37,800 - - (37,800) 37,800
Adamjee Jute Mills Ltd 30,000 10 8.16 244,800 - - (244,800) 244,800
Eastern Mercantile Bank Ltd 10,000 10 10.00 100,000 - - (100,000) 100,000
Karnafuly Rayan Chemicals 600 10 10.00 6,000 - - (6,000) 6,000
National Oxyzen Ltd 1,986 100 100.00 198,600 - - (198,600) 198,600
Paper Coverting & Pacg . 1,478 100 100.00 147,800 - - (147,800) 147,800
Spcialised Jute Manf. Co ltd 33,790 10 10.00 337,900 - - (337,900) 337,900
Swan Textile Mills Ltd 1,000 100 100.00 100,000 - - (100,000) 100,000
B. Commerce Bank Ltd 450,000 100 100.00 45,000,000 105.97 47,686,500 2,686,500 (2,686,500)
Swift Share 9 181,069 181,069.46 1,629,625 181,069.46 1,629,625 (0) 0
CDBL 4,817,705 10 4.89 23,541,640 18.95 91,295,510 67,753,870 (67,753,870)
Bangladesh Fund 20,000,000 100 100.00 2,000,000,000 100.00 2,000,000,000 - -
Financial Excellence Ltd. 15,000 100 100.00 1,500,000 100.00 1,500,000 - -
FIRST AGRANI MF 50,000,000 10 10.00 500,000,000 10.00 500,000,000 - -
Karma Sangsthan Bank 300,000 100 100.00 30,000,000 118.23 35,469,000 5,469,000 (5,469,000)
ORION PHARMA PLACEMENT 5,000,000 100 100.00 500,000,000 63.83 319,150,000 (180,850,000) 180,850,000
Preference Shares
ORION Infrastructure F-1 150,000,000 10 10.00 1,500,000,000 10.00 1,500,000,000 - -
ORION Infrastructure F-2 150,000,000 10 10.00 1,500,000,000 10.00 1,500,000,000 - -
SUMMIT POWER UTTARANCHAL 605,851 100 78.57 47,602,600 100.00 47,602,600 - -
SUMMIT POWER PURBANCHAL 921,377 100 78.57 72,394,000 100.00 72,394,000 - -
IEL CONSORTIUM & ASSOCIATES LTD. 50,000,000 10 10.00 500,000,000 10.00 500,000,000 - -
Veritas Pharmaceuticals 10,000,000 10 10.00 100,000,000 10.00 100,000,000 - -
Dutch Bangla Power & Assiciates Limited 50,000,000 10 10.00 500,000,000 10.00 500,000,000 - -
Sub Total (B) 492,189,174 7,322,840,765 7,216,727,235 (106,113,530) 106,113,530
Total Quoted & Unquoted Shares (A+B) 627,471,426 16,378,058,462 14,170,381,146 (2,207,677,316) 2,271,427,316
Buy Back Shares *
Beximco Ltd 5,200,000 10 207.69 1,080,000,000 64.40 334,880,000 - -
GMG Airlines Ltd 6,383,197 10 32.90 210,000,000 25.53 162,963,019 - -
GMG Airlines Ltd 8,801,760 10 34.08 300,000,000 25.53 224,708,933 - -
GMG Airlines Ltd 3,319,673 10 33.14 110,000,000 25.53 84,751,252 - -
GMG Airlines Ltd 1,371,351 10 36.46 50,000,000 25.53 35,010,591 - -
Unique Hotel & Resorts Ltd 6,250,000 10 200.00 1,250,000,000 126.20 788,750,000 - -
Sub Total (C) 31,325,981 3,000,000,000 1,631,063,795 - -
GRAND TOTAL (A+B+C) 658,797,407 19,378,058,462 15,801,444,941 (2,207,677,316) 2,271,427,316
* Additional shares of the following companies are pledged as additional security against buy back shares.
Name of Companies
No. of
Shares
Par
Value
Market
Rate as at
31-12-2012
Market Value
as at
31-12-2012
Tk. Tk. Tk.
Beximco Limited 19,947,211 10 64.40 1,284,600,388
Shine Pukur Ceramics Ltd 9,900,000 10 32.30 319,770,000
Total 29,847,211 1,604,370,388
Summary
A. Buy Back Shares
Name of Companies
No. of
Shares
Par
Value
Average
cost
per share
Total
Book Value
Market
Rate as at
31-12-2012
Market Value
as at
31-12-2012
Tk. Tk. Tk. Tk. Tk.
Beximco Ltd 5,200,000 10 207.69 1,080,000,000 64.40 334,880,000
GMG Airlines Ltd 19,875,981 10 33.71 670,000,000 25.53 507,433,795
Unique Hotel & Resorts Ltd 6,250,000 10 200.00 1,250,000,000 126.20 788,750,000
Sub Total 31,325,981 3,000,000,000 1,631,063,795
B. Additional Shares Pledged
Name of Companies
No. of
Shares
Par
Value
Average
cost
per share
Total
Book Value
Market
Rate as at
31-12-2012
Market Value
as at
31-12-2012
Tk. Tk. Tk. Tk. Tk.
Beximco Ltd 19,947,211 10 - - 64.40 1,284,600,388
Shine Pukur Ceramics Ltd 9,900,000 10 - - 27.20 269,280,000
Sub Total 29,847,211 1,553,880,388
Grand Total (A+B) 61,173,192 3,000,000,000 3,184,944,183
Annexure - D
Debenture:
Name of organisation No.Quantity Amount (Tk)
Debenture (Unapproved)
M/S Bawa Jute mills Ltd. 1 1
M/S hotel ilisium 1 1
Pioneer Pharmacuticals Ltd 1 1
Rupon Oil & Feeds Ltd. 1 1
Bay-Sodium Chemicals Ltd 1 1
Monir Chemicals Ltd 1 1
Ismail Carpet Mills Ltd 1 1
Saleh Carpet Mills Ltd 1 1
Mirzabo steel Mills Ltd 1 1
Karnafuly Paper Mills Ltd. 1 1
Karnafuly Rayon & Chamicals Ltd. 1 1
Total (Unapproved) 11
Debenture (Approved)
Bangladesh Textile Mills Corporation 1 1
Bangladesh Textile Mills Corporation 1 1
Bangladesh Steel & Engeneering Corporation 1 1
Other Debenture (Approaved)
Bangladesh House building fnance Corporation 1 140,000,000
Total (Approved) 380,000,008
Total debenture (Approved+Unapproved) 380,000,019
214
Annexure -E
Outside Bangladesh (Nostro Accounts):
Name of the Bank
Currency
Name
Amount
in
FC
Conversion
rate
per unit
FC
Amount
in
USD
Weighted
Average
Rate
Amount
in
BDT
Nostro Account Debit
Sonali Bank UK London EURO 32,810.70 1.322 43,379.03 79.825 3,462,731
Sonali Bank UK London USD 1,083,587.33 1.000 1,083,587.33 79.825 86,497,359
Sonali Bank UK London GBP 78,506.78 1.617 126,969.02 79.825 10,135,302
Sub Total 1,253,935.38 100,095,392
Bank of Ceylon, Colombo ACUD 20,167.67 1.000 20,167.67 79.825 1,609,884
Bank of Ceylon, Maldives ACUD 5,000.00 1.000 5,000.00 79.825 399,125
Citi Bank NA Mumbai ACUD 453,189.96 1.000 453,189.96 79.825 36,175,889
HSBC Ltd. India ACUD 66,946.30 1.000 66,946.30 79.825 5,343,988
ICICI India ACUD 42,913.65 1.000 42,913.65 79.825 3,425,582
SCB Nepal ACUD 23,318.88 1.000 23,318.88 79.825 1,861,430
AB Bank Limited, India ACUD 114,830.50 1.000 114,830.50 79.825 9,166,345
SCB Mumbai, India ACUEUR 77,706.56 1.322 102,735.84 79.825 8,200,888
City Bank NA, Australia AUD 34,686.23 1.038 35,993.90 79.825 2,873,213
Habib Bank, Zurich CHF 75,555.79 0.914 82,683.07 79.825 6,600,176
Union Bank of Swiss, AG Zurich CHF 28,266.07 0.914 30,932.45 79.825 2,469,183
Royal bank of Canada, Toronto CAD 97,185.77 0.997 97,527.11 79.825 7,785,102
BCCI London GBP 25,275.46 1.617 40,878.00 79.825 3,263,086
SCB London GBP 32,940.58 1.617 53,274.80 79.825 4,252,661
HSBC Bank, London GBP 144,143.94 1.617 233,123.99 79.825 18,609,123
The Bank of Tokyo-Mitshubishi UFJ ltd JPY 35,535,679.04 86.020 413,109.50 79.825 32,976,466
SCB Tokyo JPY 2,898,515.00 86.020 33,695.83 79.825 2,689,770
Al-Rajhi Banking SAR 11,128.73 3.750 2,967.34 79.825 236,868
Svenska Handles Banken SEK 436,407.25 6.521 66,922.34 79.825 5,342,076
SCB Singapore SGD 12,507.01 1.224 10,218.15 79.825 815,664
United Overseas Bank, Singapore SGD 47,481.58 1.224 38,792.14 79.825 3,096,583
Development Bank of Singapore SGD 871,090.75 1.224 711,675.45 79.825 56,809,493
Bank of Tokyo, Japan USD 274,130.57 1.000 274,130.57 79.825 21,882,473
City Bank N.A. NY USD 24,788,189.20 1.000 24,788,189.20 79.825 1,978,717,203
Kookmin Bank, Seol USD 114,222.85 1.000 114,222.85 79.825 9,117,839
Public Bank Berhad, Kualalampur USD 135,723.65 1.000 135,723.65 79.825 10,834,140
BCCI London USD 175,942.98 1.000 175,942.98 79.825 14,044,645
ICICI Bank Hongkong USD 172,022.68 1.000 172,022.68 79.825 13,731,710
Commerz Bank AG, Frankfrut EURO 161,094.66 1.322 212,983.25 79.825 17,001,388
SCB, Frankfrut EURO 136,910.21 1.322 181,008.99 79.825 14,449,043
Citi Bank NA London EURO 135,921.02 1.322 179,701.18 79.825 14,344,647
Unicredito Italiano SPA, Milan EURO 14,626.93 1.322 19,338.26 79.825 1,543,677
Sub Total 28,934,160.48 2,309,669,360
Total Debit Balance 30,188,095.86 2,409,764,752
Nostro Account Credit
Sonali Bank Kolkata ACUD 65,399.05 1.000 65,399.05 79.825 5,220,479
SCB, India ACUD 208,613.78 1.000 208,613.78 79.825 16,652,595
Metropolitan Bank, India ACUD 100,063.07 1.000 100,063.07 79.825 7,987,535
HSBC NY USD 606,551.11 1.000 606,551.11 79.825 48,417,942
J P Morgan Chase USD 2,370,718.06 1.000 2,370,718.06 79.825 189,242,569
SCB, NY USD 2,609,264.69 1.000 2,609,264.69 79.825 208,284,554
Mashreque Bank NY USD 262,161.14 1.000 262,161.14 79.825 20,927,013
Wachovia Bank PSC NY USD 2,514,523.00 1.000 2,514,523.00 79.825 200,721,798
Sub Total 8,737,293.90 697,454,485
Total Credit Balance 8,737,293.90 697,454,485
Annexure-F
Details of Advance tax and Provision of Taxation
(Amount in Tk.)
Income Year
Assessment
Year
Tax Provision
as per account
Assessment status
Assessed Tax
liabilities
Excess/(short)
Provision after
Tax Assessed
Payment of
Advance Tax
(TDS)
1 2 3 4 5 6=(3-5) 7
Refundable from Govt. for fnalized assessments up to 2004 (except 2002) 3,101,735,796
2002 2003-04 10,000,000 2nd appeal pending 75,088,642 (65,088,642) 510,581,907
2005 2006-07 35,517,654 High Court Ref. Pending - 35,517,654 224,697,050
2006 2007-08 930,815,389 High Court Ref. Pending 1,550,205,298 (619,389,909) 239,419,933
2007 2008-09 - Appeal pending 2,069,296,117 (2,069,296,117) 1,020,571,233
2008 2009-10 - Return Submitted - - 125,729,702
2009 2010-11 1,700,000,000 Return Submitted - - 84,148,956
2012 2013-14 1,580,000,000
Return not yet
submitted
- - 906,330,684
Sub total 8,994,933,042 3,694,590,057 (2,718,257,015) 6,486,620,470
Current tax has been calculated considering amortization valuation adjustment as admissible expenses from income year
2008.
216
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Highlights on the overall activities of the Bank
As at and for the year ended at 31 Deccember, 2012 and 2011
SL No Particulars
Group Bank
2012 2011 2012 2011
1 Paid up capital 9,912,940,400 9,011,764,000 9,912,940,400 9,011,764,000
2 Total capital/equity 6,821,926,237 25,675,716,375 7,163,476,171 25,942,624,046
3 Capital surplus/(defcit) (34,142,200,000) (6,053,080,000) (34,650,700,000) 2,120,620,000
4 Total assets 378,906,231,980 349,178,129,376 378,716,418,928 348,820,708,845
5 Total deposits 291,645,453,939 251,702,793,865 292,429,227,137 252,208,360,096
6 Total loans and advances 211,089,468,338 193,805,312,887 212,663,017,332 194,085,656,173
7 Total contingent liabilities and
commitments
112,418,753,282 113,392,815,019 112,418,753,282 113,392,815,019
8 Total classifed loan to total loans (%) 25.49% 11.09% 25.30% 11.07%
9 Net classifed loan to net loans 4.22% 3.44% 4.22% 3.44%
10 Amount of classifed loans 53,801,251,059 21,488,484,445 53,801,251,059 21,488,484,445
11 Provisions kept against classifed loans 32,120,296,362 9,421,396,603 32,120,296,362 9,421,396,603
12 Provision surplus/(defcit) - - - -
13 Credit deposit ratio (%) 72.38% 77.00% 72.72% 76.95%
14 Proft after tax and provision (18,697,700,661) 1,607,692,736 (18,620,572,069) 2,499,897,603
15 Cost of fund (%) 9.97% 7.69% 9.97% 7.69%
16 Average interest earning assets 198,421,225,020 185,119,707,928 199,270,929,340 185,119,707,928
17 Non-interest earning assets 180,485,006,960 164,058,421,448 179,445,489,588 163,701,000,917
18 Income from investments 8,142,960,408 5,312,508,806 8,044,091,527 5,226,461,795
19 Return on investment (ROI) 8.43% 6.02% 8.70% 6.12%
20 Return on Assets (ROA) (4.93%) 0.46% (4.92%) 0.72%
21 Earnings per Share (188.62) 16.22 (187.84) 25.22
22 Return on Equity (274.08%) 6.26% (259.94%) 9.64%
23 Credit Rating
As Govt. Entity
Short Term ST-1 ST-1
Long Term AAA AAA
As Commercial Bank Entity
Short Term ST-2 ST-2
Long Term A+ A+
Outlook Stable Stable
Date of Rating Declaration September 26, 2012 September 25, 2011
222
Financial Statements of
Islamic Banking Unit of
Agrani Bank Limited
Islamic Banking Unit of
Agrani Bank Limited
Annexure-J.1
Islamic Banking Unit
Balance Sheet
As at December 31, 2012
(Amount in Taka)
PROPERTY AND ASSETS 2012 2011
Cash in hand
Cash in hand (including foreign currencies) 3,580,738 4,226,541
Balance with Bangladesh Bank and its agent (including foreign currencies) 93,502,000 21,602,000
97,082,738 25,828,541
Balance with other banks and fnancial institutions
In Bangladesh 461,608,807 34,187,045
Outside Bangladesh - -
461,608,807 34,187,045
Placement with other banks and fnancial institutions -
Investments in Share & Securities
Governments - -
Others - -
- -
Investments
General Investment etc 462,219,638 375,255,686
Bills purchased and discounted - -
462,219,638 375,255,686
Fixed assets including premises 1,181,672 1,780,039
Other assets 28,273 47,206,575
Non-banking assets 90,031,047 29,287,745
Total assets 1,112,152,175 513,545,631
LIABILITIES AND CAPITAL
LIABILITIES
Placement from other banks, fnancial institutions and agents - -
Deposits and other acconts
Al-wadeeah currents deposits 12,990,012 29,411,568
Mudaraba savings deposits 38,645,273 58,767,876
Mudaraba term deposits 907,769,582 104,657,076
Other Mudaraba deposits 6,850,289 16,798,295
Bills payable 745,081 360,156
967,000,237 209,994,971
Other Liabilities 145,151,938 303,550,660
Deferred tax liabilities/(Assets) - -
Total liabilities 1,112,152,175 513,545,631
Caital/Shareholders equity
Paid up capital - -
Statutory reserve - -
Revaluation gain/(loss) on investments - -
Other reverve - -
Surplus in proft and loss account/retained earning - -
Total shareholders equity - -
Total liabilities and shareholders equity 1,112,152,175 513,545,631
224
Annexure-J.2
(Amount in Taka)
2012 2011
Contingent Liabilities
Acceptances and endorsements -
Letters of Guarantee 12,829,534 8,926,850
Irrevocable letters of credit - -
Back to Back L/C 17,525,400 13,336,313
Bills for Collection 43,960,500 7,024,582
Other Contingent Liabilities - -
74,315,434 29,287,745
Other Commitments
Documentary credits and short term trade related transactions - -
Other Commitments - -
- -
Toala off-balance sheet exposures including contingent liabilities 74,315,434 29,287,745
Annexure-J.3
Proft and Loss Account
(Amount in Taka)
2012 2011
Operating Income:
Investment Income 59,182,916 36,756,131
Proft paid on deposits (43,564,201) (26,243,009)
Net Investment Income 15,618,716 10,513,122
Income from investment in shares/securities - -
Commission, exchange and brokerage 1,195,213 1,977,570
Other operating income 810,254 2,750,481
Total operating income (A) 17,624,183 15,241,173
Operating Expenses:
Salaries and allowances 9,091,779 8,933,456
Rent, taxes, insurance, electricity, ect. 8,190 -
Other fees and taxes 1,301
Legal Expenses 12,000 -
Postage, stamp, telecommunication etc. 10,122 -
Stationery, printing, advertisements. Etc. 124,467 189,965
Chief Ececutives slalary & fees - -
Directors fees & expenses - -
Shariah supervisory committeess fees & expenses - -
Auditors fees - -
Charges on investment losses - -
Depreciation and repair of Banks assets 279,891 262,636
Repairs to the Banks assets 108,598
Zakat expenses - -
Other expenses 469,148 584,283
Total operating expenses(B) 10,105,496 9,970,340
Proft/(loss) before provision (C=A-B) 7,518,687 5,270,833
Provision for investments - -
Specifc Provision - -
General provision - -
Provision for off-balance sheet exposures - -
Provision for diminution in value of investments - -
Other provisions - -
Total Provision (D) - -
Total proft before taxes (C-D) 7,518,687 5,270,833
226
Auditors Report &
4 Subsidiary Companies of
Agrani Bank Limited
Auditors Report &
4 Subsidiary Companies of
Agrani Bank Limited
INDEPENDENT AUDITORS REPORT
TO THE SHAREHOLDERS OF
AGRANI EQUITY & INVESTMENT LIMITED
We have audited the accompanying fnancial statements of the Agrani Equity & Investment Limited, which comprise the
statement of fnancial position as at 31 December 2012 and the related statement of comprehensive income, statement
of change in equity and statement of cash fows for the year then ended, and a summary of signifcant accounting policies
and other explanatory information.
Managements Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these fnancial statements in accordance with
Bangladesh Financial Reporting Standards (BFRS), the Companies Act 1994 and other applicable laws and regulations
and for such internal control as management determines is necessary to enable the preparation of fnancial statements
that are free from material misstatement, whether due to fraud or error.
Auditors Responsibility
Our responsibility is to express an opinion on these fnancial statements based on our audit. We conducted our audit
in accordance with Bangladesh Standards on Auditing (BSA). Those standards require that we comply with ethical
requirements and plan and perform the audit to obtain reasonable assurance about whether the fnancial statements are
free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the fnancial
statements. The procedures selected depend on the auditors judgment, including the assessment of the risks of the
material misstatement of the fnancial statements, whether due to fraud or error. In making those risk assessments, the
auditor considers internal control relevant to the entitys preparation of the fnancial statements in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness
of the entitys internal control. An audit also includes evaluating the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the
fnancial statements.
We believe that the audit evidence we have obtained is suffcient and appropriate to provide a basis for our audit opinion.
Opinion:
In our opinion, the fnancial statements presents fairly, in all materials respects, the fnancial position of Agrani Equity &
Investment Limited as at 31 December 2012 and its fnancial performance and its cash fows for the year then ended
in accordance with Bangladesh Financial Reporting Standards (BFRS) and comply with the applicable sections of the
Companies Act 1994 and other applicable laws and regulations.
We also report that:
a) we have obtained all the information and explanations which to the best of our knowledge and belief were necessary
for the purposes of our audit and made due verifcation thereof;
b) in our opinion, proper books of account as required by law have been kept by the company so far as it appeared from
our examination of those books;
c) the companys statement of fnancial position and statement of comprehensive income dealt with by the report are
in agreement with the books of account and returns; and
d) the expenditure incurred was for the purposes of the companys business.
Syful Shamsul Alam & Co. Aziz Halim Khair Choudhury
25 March 2013
Dhaka
228
AGRANI EQUITY AND INVESTMENT LIMITED
Statement of Financial Position
(Amount in Taka)
Particulars Notes 31 Dec 2012 31 Dec 2011
APPLICATION OF FUND
Non-Current Assets:
Property, plant and equipments 4 7,487,687 2,417,506
Intangible assets 5 770,499 940,387
Total non-current asset 8,258,186 3,357,893
Current Assets:
Investment in shares & security 6 4,171,190,797 2,948,654,650
Margin loan 437,944,231 280,363,679
Accounts receivables 7 1,162,958 2,034,751
Advance against rent and expenditure 8 1,095,600 2,540,400
Dividend receivable 14,846,054 4,419,856
Other assets 9 215,003 3,452,137
Advance income tax 10 6,918,426 5,739,450
Cash and bank balances 11 9,758,374 1,344,916
Total current asset: 4,643,131,443 3,248,549,839
Total 4,651,389,629 3,251,907,732
Equity and Liabilities
Shareholders Equity:
Share capital 12 2,000,000,000 2,000,000,000
Retained earnings 13 (949,371,245) (831,461,483)
Total shareholders equity and liabilities 1,050,628,755 1,168,538,517
Current Liabilities:
Accounts payable 14 1,696,025 1,627,255
Advance and security deposits 1,767,166 2,816,723
OD Account with Agrani Bank Limited 2,458,506,286 1,021,818,305
Other liabilities 15 1,138,791,397 1,057,106,931
Total current liabilities: 3,600,760,874 2,083,369,214
Total 4,651,389,629 3,251,907,732
These Financial Statements should be read in conjunction with the annexed notes.
..
C E O Director Chairman
As per our annexed report of same date
Date: 25 March 2013
Dhaka
Statement of Comprehensive Income
(Amount in Taka)
Income
Fees , commissions etc. 16 6,634,384 6,761,187
Proft/loss on sale on investment 17 51,205,021 53,123,429
Income from margin loan 47,663,860 32,923,582
Other operational Income 18 34,057,576 16,108,492
Total Income 139,560,841 108,916,690
Expenditure
Administrative expenses 19 14,734,334 12,355,916
Financial expenses 20 154,825,450 52,215,874
Operating expense 21 1,571,753 7,291,179
Total expenditure 171,131,537 71,862,969
Net Proft/(Loss) before tax (31,570,696) 37,053,721
Provision for margin loan 22 74,009,947 17,297,941
Provision for unrealized loss on security 23 - 910,766,578
Provision for tax 24 11,870,197 8,103,892
Provision for Deferred tax 458,922 275,098
Net proft after tax (117,909,762) (899,389,788)
Earnings per share (EPS) 25 (5.90) (44.97)
..
As per our annexed report of same date
Date: 25 March 2013
Dhaka
230
Statement of Cash Flows
(Amount in Taka)
Particulars 31 Dec 2012 31 Dec 2011
A. Cash fow from operating activities
Received from fees & commission 11,926,035 149,867,106
Interest received on margin loan 47,663,860 32,923,582
Other income received 309,103 2,150,749
Dividend income 33,748,473 13,957,743
Payment to others (1,080,000) -
Payment made to others (16,721,028) (253,606,054)
Payment for CDBL expense (1,571,753) (7,291,179)
Interest paid (154,796,335) (52,186,809)
Bank charge paid (29,115) (29,065)
Investment in securities (1,171,331,126) (673,274,493)
Investment in Margin Loan (157,580,552) (97,682,941)
Advance Income Tax paid (1,178,976) (3,582,038)
Overdraft received 1,436,687,981 869,716,663
Net cash provided by/(used in) Operating activities 26,046,567 (19,036,736)
B. Cash fow from investing activities
Property Plant and Equipment (6,024,187) (1,732,323)
Other Assets (11,608,921) (3,452,137)
Net cash provided by/(used in) Investing activities (17,633,108) (5,184,460)
C. Cash fow from fnancing activities
Share Capital - -
Retained earnings - -
Net cash provided by/(used in) Financing activities - -
Net cash Infow/(Outfow) 8,413,459 (24,221,196)
Opening cash and bank balances 1,344,916 25,566,113
Closing cash and bank balances 9,758,374 1,344,916
..
Date: 25 March 2013
Dhaka
Statement of Changes in Equity
Particulars Share Capital
Retained
Earnings
Total Equity
Balance on 31 December 2011 2,000,000,000 (831,461,483) 1,168,538,517
Net proft/(loss) - (117,909,762) (117,909,762)
Balance as at 31 December 2012 2,000,000,000 (949,371,245) 1,050,628,755
Balance on 31 December 2010 2,000,000,000 67,928,305 2,067,928,305
Net proft/(loss) - (899,389,788) (899,389,788)
Balance as at 31 December 2011 2,000,000,000 (831,461,483) 1,168,538,517
..
Date: 25 March 2013
Dhaka
232
1. Background of the company
1.1 Corporate information
Agrani Bank Limited (Merchant Banking Unit) registered as a full-fedged Merchant Banker with the securities
and Exchange Commission through certifcate no MB-34/2009 on 23 March 2009. Subsequently Agrani Bank
Limited (Merchant banking Unit) started their operation from 03 September 2009.
Agrani Bank Limited (Merchant Banking Unit) also registered as a Public limited company namely Agrani Equity &
Investment Limited (the Company) registered under the Companies Act 1994. The Company was incorporated
in Bangladesh on 16 March 2010. The address of the companys registered offce is 9/D Dilkusha C/A, Motijheel,
Dhaka-1000, Bangladesh.
1.2 Principal activities and nature of operations
The principal activities of the company comprised of merchant banking, portfolio management, issue management
& underwriting.
2. Basis of preparation
2.1 Statement of compliance
The fnancial statements have been prepared in accordance with First Schedule of Bank Companies Act 1991,
relevant Bangladesh Bank Circulars, International Accounting Standards (IASs), adopted by the Institute of
Chartered Accountants of Bangladesh (ICAB), named as Bangladesh Accounting Standards (BASs), the
Companies Act 1994, Securities and Exchange Ordinance 1969, Securities and Exchange Rules 1987,
Bangladesh Gazette 1996 and other laws and Rules applicable thereto.
2.2 Basis of measurement
The fnancial statement have been prepared on the historical cost basis.
2.3 Functional and presentational currency
These fnancial statements are prepared in Bangladesh Taka (Taka/Tk), which the companys functional currency.
All fnancial information presented in Taka has been rounded on the nearest fguer.
The preparation of fnancial statements requires management to make judgments, estimates and assumptions
that affect the application of accounting policies and the reported amounts of assets, liabilities, income and
expenses. Actual results may differ from the estimates. Estimates and underlying assumptions are reviewed on
an on going basis. Revision of accounting estimates are recognized in the period in which the estimate is revised
and in any future periods affected.
The Financial statements of the Company consistently cover the period from 01 January to 31 December 2012.
3.0 Signifcant Accounting Policies
3.1 Basis of preparation and presentation of the fnancial statements and responsibility thereon
The fnancial statements have been prepared based on historical cost convention on generally accepted
accounting principles (GAAP). The Financial Statements are presented in Bangladeshi Taka (BDT) where
appropriate the signifcant accounting policies disclosed in the succeeding notes.
The Board of Directors takes are responsible for the preparation and presentation of these fnancial statements.
(a) Fixed assets have been shown at cost less accumulated depreciation.
(b) Depreciation is charged on straight-line method on all fxed assets at the following rates per annum.
Asset categories Rate of depreciation (%) Method of Depreciation
Furniture and fxtures 10 Straight-line
Equipment and computers 20 Straight-line
Vehicles 20 Straight-line
Building 2.50 Straight-line
(c) Depreciation begins when the asset is available for use and continues until the asset is derecognized.
Depreciation is charged to amortise the cost of assets over their estimated useful lives, using Straight-line
method in accordance with BAS-16 Property, Plant & Equipment.
(d) Upon retirement of items of fxed assets the cost and accumulated depreciation are eliminated from the
accounts and the resulting gains or losses, if any, are transferred to proft & loss account.
(e) Repairs and maintenance costs of fxed assets are treated as revenue expenditure and charged to proft
& loss account when incurred.
3.3 Investments
Value of investments has been enumerated as follows:
Items Applicable accounting value
Unquoted Shares At cost less any impairment changes
Quoted Shares At cost price
(Considered on portfolio basis)
3.4 Revenue and expenditures
The accounting policies adopted for the recognition of revenue as prescribed by BAS 18- are as follows:
(a) Settlement fee is recognized at the time of buying & selling of shares of investors/clients on purchase
price and sells price @ 0.15 paisa per hundred Taka.
(b) Investment income is recognized on cash basis after sale of shares.
(c) Portfolio management fee is calculated on daily product basis on clients per days average balance of
portfolio in a year @ 1% but charged on quarterly basis.
(d) Interest is calculated on daily product basis on clients per days average balance of portfolio loan in a year
@ 13% & 15% (Existing and new client respectively) but charged on quarterly basis.
(e) Documentation charge is recognized at the time of opening of investors account.
(f) Sale of application form recognized at the time of selling of account opening form.
(g) Interest on over draft account is calculated on daily product basis on per days average balance of over
draft account in a year @ 8.5% but charged on quarterly basis.
3.5 Cash Flow Statements
Cash Flow Statements is prepared principally in accordance with BAS 7 Cash Flow Statements; under direct
method.
234
3.6 Taxation
3.6.1 Current tax
Provision for current tax is made on the basis of the proft for the year as adjusted for taxation purpose in
accordance with the provision of Income Tax Ordinance 1984 and subsequent amendments.
3.6.2 Deferred tax
Deferred tax is recorded under liability method as required by the BAS 12: Income Taxes for all the temporary
timing differences arising between the tax base of assets and liabilities and their carrying value for fnancial
reporting purposes.
3.6.3 Tax Deducted at Source
Tax deducted at source from various income of the company has been booked as advance payment of tax and
shown under current assets. Advance payment of tax is realizable (as refund) only on completion/agreement of
the respective years assessment.
3.6.4 Related party disclosure
As per BAS 24: Related Party Disclosure, parties are considered to be related if one has the ability to control or
exercise signifcant infuence over other in making fnancial and operating decisions.

Amount in Taka
31.12.2012 31.12.2011
4. Property, plant and equipments
This represents the cost value of property, plant and equipments as on 31.12.2012. Movement of the balance is as
under:
Opening balance 2,737,752 1,055,429
Add: Addition made during the year 5,924,187 1,682,323
(A) Total: 8,661,939 2,737,752
Accumulated Depreciation:
Opening balance 320,246 109,553
Add: Charged during the year 854,006 210,693
(B) Total: 1,174,252 320,246
( C ) Written down value (A-B) 7,487,687 2,417,506
Details have been shown in annexure-A
5. Software
This represents the cost value of Intangible Assets (Application Software) as on 31.12.2012. Movement of the balance
is as under:
Opening balance 1,348,893 1,298,893
Add: Addition during the year 100,000 50,000
(A) Total: 1,448,893 1,348,893
Accumulated Depreciation/ Amotization:
Opening balance: 408,506 142,344
Add: Charged during the year 269,888 266,162
(B) Total: 678,394 408,506
(C ) Written down Values (A-B) 770,499 940,387
Details have been shown in annexure-A
6 Investment in shares & security
(a) Share Quoted
Opening Balance 2,948,654,650 2,212,071,728
Add: Purchase during the year 2,699,108,041 1,286,077,624
Sub total 5,647,762,691 3,498,149,353
Less: Sales during the year 1,486,571,894 549,494,703
Total: 4,161,190,797 2,948,654,650
(b) Placement Share (Share money deposit) 10,000,000 -
Total (a+b) 4,171,190,797 2,948,654,650

7 Accounts receivable
Receivable from ISTCL 1,451,042 2,485,275
Less: Sale Proceeds in Transit 288,084 450,524
Total: 1,162,958 2,034,751
236
Amount in Taka
31.12.2012 31.12.2011
8 Advance against rent and expenditure
Advance rent against offce premises 1,083,600 2,528,400
Sundry debtors 12,000 12,000
Total: 1,095,600 2,540,400
9 Other assets
Security deposit with CDBL 200,000 200,000
Suspense Account (other) 15,000 -
Interest receivable from margin loan 2 -
Accrued portfolio management fee 1 -
Work-in -progress - 3,252,137
Total: 215,003 3,452,137
10 Advance Income Tax
Advance Income Tax 6,918,426 3,123,850
Advance Income Tax on placement share - 2,615,600
Total: 6,918,426 5,739,450
11 Cash and bank balances
Cash in hand - -
Cash at Bank (Agrani Bank Ltd.):
STD A/c-314-1 348,006 1,183,900
STD A/c-308-0 6,747,904 75,876
CD A/c-14922-5 169,164 85,140
STD A/c-36000238 1,673,237 -
STD A/c-295-0 820,063 -
Total: 9,758,374 1,344,916
12 Share capital
a) Authorized capital:
50,000,000 ordinary shares of Tk 100 each 5,000,000,000 5,000,000,000
b) Issued, subscribed & paid-up capital:
20,000,000 ordinary shares of Tk 100 each 2,000,000,000 2,000,000,000
13 Retained earnings
Opening balance (831,461,483) 67,928,305
Add: Proft/ (Loss) for the year (117,909,762) (899,389,788)
Total: (949,371,245) (831,461,483)
14 Accounts Payable
Accounts Payable (Other) - 1,080,000
Payable to ICB Securities Trading Company Ltd. (ISTCL) 1,200,436 547,255
Payable to (DCL) 495,589 -
Total: 1,696,025 1,627,255
Amount in Taka
31.12.2012 31.12.2011
15 Other Liabilities
CDBL custodian charge 12,000 6,500
Provision for CDBL transaction charges 8,835,094 12,773,873
Provision for Salary & Allowances 6,734,379 -
Provision for margin loan 94,961,504 20,951,556
Provision for unrealized loss in securities 1,014,138,679 1,014,138,679
Provision for tax on dividend 6,749,695 2,791,549
Provision for tax on capital gain 5,120,502 5,312,343
Provision for tax on operating Proft 8,636 8,636
Deferred tax 939,795 480,873
Provision for other expenses 634,576 64,000
Tax Payable (Source Tax on Rent) 12,040 -
Tax payable (Advertisement) - 2,960
VAT payable 47,128 4,745
Sundry deposit 378,276 352,125
Miscellaneous 219,093 219,093
Total: 1,138,791,397 1,057,106,931
16 Fees, commissions, etc.
Settlement fee 2,572,338 2,825,032
Portfolio management fee 4,062,046 3,936,155
Total: 6,634,384 6,761,187
17 Proft/Loss on sale of investment
Proft realized on buying & selling of shares 51,205,021 53,123,429
Total: 51,205,021 53,123,429
18 Other operational income
Interest on STD A/C 300,603 2,133,024
Dividend 33,748,473 13,957,743
Sale of application form - 1,225
Documentation charge 8,500 16,500
Total: 34,057,576 16,108,492
19 Administrative expenses
Closing Allowance 21,000 19,500
Printing & stationery 117,442 73,271
Paper and table stationery 7,396 7,546
Advertisement 5,000 36,997
Newspaper & periodicals 39,328 31,918
Entertainment 78,000 46,500
Stamps 3,570 171
Salaries (Offcers) 3,156,230 2,840,400
Salaries (Staff) 173,985 167,325
Children education allowances 9,600 6,900
Bonus (Offcers & Staff) 547,740 574,970
Bank contribution to provident fund 69,567 45,821
Bank contribution to employees pension fund 791,102 739,664
Bank contribution to employees gratuity fund 97,982 80,429
Conveyance allowances (Staff) 3,600 3,600
Personal pay 2,460 2,460
Washing charges 1,800 1,800
Medical allowances 128,100 123,200
Overtime expenses 22,277 39,913
Legal expenses 410 -
Lunch subsidy 528,150 501,150
House rent allowances (Offcers) 1,646,346 1,489,933
238
Amount in Taka
31.12.2012 31.12.2011
House rent allowances (Staff) 105,867 101,871
Wages paid to temporary employees 162,312 26,887
Directors Fee 442,750 667,500
Directors allowances 60,000 60,000
Lighting charges 128,716 27,915
Rent on premises 3,149,664 3,164,112
Postages 9,199 3,207
Auditors fee 83,625 37,500
Depreciation on fxed assets 1,123,894 476,855
Repair and maintenance - furniture & fxture 9,650 5,270
Repair and maintenance - offce equipments 7,500 8,200
Repair and maintenance - computer 16,220 4,530
Repair and maintenance - motor vehicle 624,000 474,000
Repair and maintenance - software 300,000 -
Telephone bill 25,925 21,768
Telephone bill (residence) 16,379 -
Up-keep 99,937 59,447
Entertainment (Excluding Ceiling) 105,129 96,912
Conveyance 34,870 13,290
Book & periodicals 1,640 -
Trade license 39,010 -
Training expenses 5,000 -
CDBL registration charge - 50,000
Payment of listing fee 100,000 50,000
Business development expenses 3,120 83,890
RJSC charges 2,258 2,904
Communication charge 69,000 72,392
Income tax advisor fee 17,250 11,500
Miscellaneous expenses 17,325 2,500
Deputation allowances 414,352 -
Service charge 108,658 -
Total: 14,734,334 12,355,916
20 Financial expenses
Bank charges & taxes 29,115 29,065
Interest on OD account 154,796,335 52,186,809
Total: 154,825,450 52,215,874
21 Operating expenses
CDBL expenses 1,571,753 7,291,179
Total: 1,571,753 7,291,179
22 Provision for margin loan and loss on investment in securities
Provision for margin loan
Provision for margin loan excluding negative equity @ 2% 6,999,647 5,294,125
Provision for margin loan on negative equity @ 100% 87,961,856 15,657,431
Sub total 94,961,503 20,951,556
Less: Provision upto 2011 (20,951,556) (3,653,615)
Total: 74,009,947 17,297,941
Amount in Taka
31.12.2012 31.12.2011
23 Provision for unrealized loss on security
Opening balance 1,014,138,679 103,372,101
Add: Provision made during the year - 910,766,578
Total: 1,014,138,679 1,014,138,679
23.01 Total unrealised loss for the year 2012 1,567,780,429
Provision required Tk. 1567,780,429x20% 313,556,086
Provision already maintained 1,014,138,679
Excess provision maintained 700,582,593
Required provision is calculated @ 20% based on SEC circular ref- FxAKx/oNUkJ/2011/662 dated 29/01/2013.
24 Provision for Tax
Provision for tax on capital gain @ 10% 5,120,502 5,312,343
Provision for tax on dividend received @ 20% 6,749,695 2,791,549
Total: 11,870,197 8,103,892
25 Earnings per Share (EPS):
Basic Earnings per Share
Proft/(Loss) for the year (117,909,762) (899,389,788)
No. of Ordinary share 20,000,000 20,000,000
(5.90) (44.97)
240
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Independent Auditors Report to the
Shareholders of
Agrani SME Financing Company Limited
242
Independent Auditors Report to the Shareholders of
Agrani SME Financing Company Limited
We have audited the accompanying fnancial statements of Agrani SME Financing Company Limited which comprise
the balanced sheet as at ended 31 December, 2012 and the proft and loss account, statement of changes in equity
and statement of cash fows for the year ended and a summary signifcant of accounting policies and other explanatory
information, disclosed in notes 1-20 to the Financial Statements.
Management is responsible for the preparation and fair presentation of these fnancial statements in accordance with
Bangladesh Financial Reporting Standards (BFRS) and Bangladesh Accounting Standards (BAS) adopted by the
Institute of Chartered Accountants of Bangladesh (ICAB), the Companies Act 1994, the Financial Institution Act 1993,
other applicable laws and regulations and for such internal control as management determines is necessary to enable the
preparation of fnancial statements that are free from material misstatement, whether due to fraud or error.
in accordance with Bangladesh Standards on Auditing (BSA). Those standards require that we comply with ethical
requirements and plan and perform the audit to obtain reasonable assurance whether the fnancial statements are free
from material misstatement.
statements. The procedures selected depend on our judgment, including the assessment of the risks of material
misstatements of the fnancial statements, whether due to fraud or error. In making those risk assessments, the auditor
considers internal control relevant to the entitys preparation and fair presentation of the fnancial statements in order
to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion
on the effectiveness of the entitys internal control. An audit also includes evaluating the appropriateness of accounting
policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall
presentation of the fnancial statements.
We believe that our audit provides a reasonable basis of modifed audit opinion.
Basis for Modifed Opinion
As disclosed in note 2.11 the company has reported that the Revenue Recognition has been made on cash received
basis which is not in agreement with BAS-1 Presentation of Financial Statements. The companys explanation regarding
this treatment is as follows:
Revenue Recognition
The areas specially in case of interest on loans and advances, all the employees related with the credit of the company
are habituated to accounting the interest income on realization basis as the practice of last 15 years inherited from
the SEDP project. Though the operations of the project have been taken over through the vendors agreement on 27
th

October 2011, but practically complete operational guideline in line with non-banking fnancial institution is yet to be
developed. So, without complete operational guideline and necessary training thereon it appears that a lot of mistakes
may take place due to change in accounting policy and economic beneft may not be accurately determined until interest
on loans and advances is received. Considering the circumstance as mentioned above revenue has been recognized
only when the interest on loan has been received by the company.
Modifed Opinion
In our opinion, except for the effect of the matter described above the fnancial statements, prepared in accordance
with Bangladesh Financial Reporting Standards (BFRS) and Bangladesh Accounting Standards (BAS) adopted by the
Institute of Chartered Accountants of Bangladesh (ICAB), give a true and fair view of the state of the Companys affairs
as of 31 December, 2012 and of the results of its operations and its cash fows for the period from 1
st
January, 2012 to 31
December, 2012 and comply with the applicable sections of the Companies Act 1994, the Financial Institution Act 1993,
the rules and regulations issued by Bangladesh Bank, and other applicable laws and regulations.
Emphasis of Matters
(Note 7.4) Payable to Agrani Bank Limited Tk. 55,672,663
This represents payable to Agrani Bank Limited on account of fnal settlement of outstanding loan and advance and
interest thereon as on the dates of closing of loan giving activities jointly with the company by the Agrani Bank Limited.
The amount has been taken as determined by the Agrani Bank Limited. Item wise detailed calculation and reconciliation
of the balance is yet to be completed.
(Note 7.2) Gratuity Fund
As disclosed in Note No. 7.2 to the fnancial statements, the company maintains Gratuity Fund that was funded from the
salary of the employees of the company. This practice has been followed in line with practices which were followed by
SEDP Project. Legal formalities relating to Gratuity Fund is yet to be done by the company.
Report on other Legal and Regulatory Requirements.
We also report that
a) We have obtained all the information and explanations which to the best of our knowledge and belief were
necessary for the purpose of our audit and made due verifcation thereof.
b) In our opinion proper books of account as required by law have been kept by the company so far as it
appeared from our examination of those books and proper returns adequate for the purpose of our audit have
been received from branches not visited by us.
c) The Companys balance sheet and the proft and loss account together with the annexed notes from 1 to 18
dealt with by the report are in agreement with the books of account and returns.
d) The fnancial statements have been drawn up in conformity with the Financial Institution Act 1993 and in
accordance with the accounting rules and regulations issued by the Bangladesh Bank.
Date: 15
th
May 2013
Place: Dhaka
____________________ _________________________
(Hussain Farhad & Co.) (Masih Muhith Haque & Co.)
244
The Agrani SME Financing Company Limited
Balance Sheet
As at 31st December, 2012
(Amount in Taka)
Notes
As at December 31, As at December 31,
2012 2011
PROPERTY AND ASSETS
Cash and equivalent: 775,810,609 507,102,629
Cash 28,618 64,590
In Hand 28,618 64,590
Balance with Bangladesh Bank and its agent bank - -
Balance with Other Banks and Financial Institution 3 775,781,991 507,038,039
Money at call and short notice: - -
Investments: - -
Loans and advances: 447,013,061 461,111,340
Loans, cash credit and overdraft etc. 4 447,013,061 461,111,340
Fixed assets, including Premises, furniture and fxtures 5 3,425,717 835,593
Other assets: 6 14,262,925 50,209,030
Non-fnancial institution assets:
Total assets 1,240,512,313 1,019,258,592
Liabilities:
Borrowings from other Banks, Financial Institutions and agents - -
Deposit and other accounts: - -
Other liabilities: 7 159,854,687 66,134,227
Total liabilities 159,854,687 66,134,227
Shareholders equity /capital:
Share Capital: 8 1,000,000,000 500,000,000
Statutory reserve 9 5,709,198 -
General reserve 10 54,731,264 454,731,264
Retained earnings / (Losses) 20,217,164 (1,606,899)
Total Shareholders Equity 1,080,657,626 953,124,365
Total Liabilities and Shareholders Equity 1,240,512,313 1,019,258,592
Contingent liabilities - -
Letters of guarantee - -
Irrevocable letters of credit - -
Indemnity Bond - -
Other commitments
Undisbursed contracted loans - -
Total Off-Balance Sheet Items - -
These fnancial statements should be read with the annexed notes.
______________________ ______________ _________________________
Managing Director/Director Director Company Secretary
_______________________ __________________________
(Hussain Farhad & Co. ) (Masih Muhith Haque & Co. )
Proft and Loss Account
For the year ended 31st December, 2012
(Amount in Taka)
Notes
For the year ended
on 31 December
For the period ended
on 31 December
2012 2011
Operating income
Interest income 11 89,989,059 -
Interest paid on deposits, borrowings etc. - -
Net interest income 89,989,059 -
Other operating income 12 156,039 218,238
Total operating income (A) 90,145,098 218,238
Operating expenses
Salaries and allowances 13 29,550,444 118,694
Rent, taxes, insurance, electricity etc. 14 2,758,404 797,085
Postage, stamp, telecommunication etc. 15 166,606 -
Legal Expenses 5,480 -
Stationery, printing, advertisement etc. 16 1,169,990 4,320
Chief Executive offcers salaries and allowances 17 120,000 360,000
Directors fees 18 395,000 -
Auditors fees 120,000 80,000
Depreciation of banks assets 498,104 92,822
Other expenses 19 5,715,870 372,216
Total operating expenses (B) 40,499,898 1,825,137
Proft/(Loss) before amortization, provision & tax (C)=(A-B) 49,645,200 (1,606,899)
Provision for loans and advances - -
Other provision - -
Total provision (F) -
Net proft/(loss) before tax (G)= (E+F) 49,645,200 (1,606,899)
Provision for tax
Current tax 21,099,210 -
Deferred tax - -
Net proft/(loss) after tax 28,545,990 (1,606,899)
Less: Appropriations 5,709,198 -
Transferred to statutory reserve 5,709,198 -
Transferred to general reserve - -
Retained surplus 22,836,792 (1,606,899)
Earnings Per Share (EPS) 2.85 (0.32)
These fnancial statements should be read with the annexed notes.
_________________________ ____________ _________________________
Managing Director / Director Director Company Secretary
_______________________ ________________________
246
For the year ended 31st December, 2012
(Amount in Taka)
Jan-Dec, 2012 Dec-2011
Cash fows from operating activities
Interest receipts in cash 99,885,673 218,238
Interest payments - -
Cash payment to employees (24,509,691) (118,694)
Cash receipts from other activities 156,039 -
Receipts from other operating activities - (986,371)
Payments for other operating activities (10,137,737)
Income Tax Paid (6,135,268) -
Operating proft / (loss) before changing operating assets and liabilities 59,259,016 (886,827)
(Increase) / decrease in operating assets (62,061,070) (499,900)
Loan to customers (103,673,323) -
Receivable form Agrani Bank Ltd. 41,612,253 (499,900)
Increase/(decrease) in operating liabilities 174,598,262 -
Deposit from customers - -
Other liabilities 17,340,114 -
Loan recovered from customers 157,258,148 -
Net cash from operating activities (A) 171,796,208 (1,386,727)

B. Cash fows from investing activities -
Other - -
Interest income Adjustment with Agrani Bank - -
Sales/(Purchase) of properties, plant & equipment (3,088,228) (927,800)
Net cash from investing activities (B) (3,088,228) (927,800)
C. Cash fows from fnancing activities
Payment of long term borrowings - -
Share money Received during the period 100,000,000 230,000,000
Net cash from fnancing activities (C) 100,000,000 230,000,000
Net increase in cash and cash equivalents (A+B+C) 268,707,980 227,685,474
Cash and cash equivalents at the beginning of the period 507,102,629 279,417,155
Cash and cash equivalents at the end of the period 775,810,609 507,102,629
________________________ ___________ _________________________
Managing Director / Director Director Company Secretary
_______________________ __________________________
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1 BACKGROUND INFORMATION
1.1 Establishment and status of Agrani SME Financing Company Limited
The Agrani SME Financing Company Limited (the Company) has been incorporated as a public limited Company
on 27 October, 2010 vide certifcate of incorporation No. C- 87827/10. The company has taken over the ongoing
work of Small Enterprise Development Project (A Norway and Agrani bank funded Project of Ministry of Finance,
Bangladesh) on a going concern basis through a Vendors Agreement signed between the Ministry of Finance of
the Peoples Republic Bangladesh , the Board of Directors on behalf of the Agrani Bank Limited and the Board of
Directors on behalf of the Agrani SME Financing Company Limited on 27 December, 2011. The company has set
31 December, 2011 as the effective date of handing over the SEDP operation to Agrani SME Financing Company
Limited. The Companys current shareholdings comprise the Agrani Bank Limited and six other shareholders
nominated by the Bank. The company has 41 branches as on 31 December, 2012 (with no overseas branch).
1.2 Nature of business
The principal activities of the company are providing support to Small and Medium Enterprises all over the country
through training programme on limited basis and providing loan to the customers.
2 SIGNIFICANT ACCOUNTING POLICIES
2.01 Statement of compliance
The fnancial statements have been prepared on a going concern basis following accrual basis of accounting except
for cash fow statement which is stated at in accordance with the Companies Act 1994, the Financial Institutions Act
1993, Securities and Exchange Commissions Rules, International Accounting Standards (IAS) and International
Financial Reporting Standards (IFRS) as adopted in Bangladesh by the Institute of Chartered Accountants of
Bangladesh as Bangladesh Accounting Standards (BAS) and Bangladesh Financial Reporting Standards (BFRS),
except for the circumstances where local regulations and other applicable laws and regulations differ.
The presentation of the fnancial statements has been made as per the requirements of DFIM Circular No.: 11,
dated December 23, 2009 issued by the Department of Financial Institutions and Markets of Bangladesh Bank.
The activities and accounting heads mentioned in the prescribed form, which are not applicable for the fnancial
institutions, have been excluded in preparing the fnancial statements.
2.02 Basis of measurement
These fnancial statements have been prepared based on Bangladesh Accounting Standards (BAS) and Bangladesh
Financial Reporting Standards (BFRS) and no adjustment has been made for infationary factors affecting the
fnancial statements. The accounting policies, unless otherwise stated, have been consistently applied by the
Company and are consistent with those of the previous year.
2.03 Disclosure of deviations from few requirements of BAS/BFRS due to mandatory compliance of Bangladesh
Banks requirements
Bangladesh Bank (the local Central Bank) is the prime regulatory body for Non-Banking Financial Institutions (NBFI)
in Bangladesh. The Company has departed from those contradictory requirements of BAS/BFRS in order to comply
with the rules and regulations of Bangladesh Bank.
Bangladesh Bank has issued template for fnancial statements which will strictly be followed by all banks and NBFIs.
The templates of fnancial statements issued by Bangladesh Bank do not include Other Comprehensive Income
(OCI) nor are the elements of Other Comprehensive Income allowed to be included in the Single Comprehensive
Income (OCI) Statement. As such the company does not prepare the other comprehensive income statement.
However, the company does not have any elements of OCI to be presented.
2.04 Presentation and functional currency and level of precision
The fnancial statements are presented in Bangladesh Taka (BDT) currency, which is the Companys functional
currency. All fnancial information presented in BDT has been rounded off to the nearest BDT.
The preparation of fnancial statements in conformity with Bangladesh Accounting Standards (BAS) and Bangladesh
Financial Reporting Standard (BFRS) requires management to make estimates and assumptions that effect the
reported amounts of assets, liabilities, revenue and expenses. It also requires disclosures of contingent asset and
liabilities at the date of the fnancial statements.
250
The most critical estimates and judgments are applied to the following:
- Provision for impairment of loans,
- Gratuity
The estimates and associated assumptions are based on historical experience and various other factors that are
believed to be reasonable under the circumstances, the result of which form the basis of making the judgments
about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may
differ from these estimates. However, the estimates and underlying assumptions are reviewed on an ongoing basis
and the revision is recognized in the period in which the estimates are revised.
2.06 Directors responsibility statement
The Board of Directors takes the responsibility for the preparation and presentation of these fnancial statements.
2.07 Branch accounting
The Company has 41 branches with no overseas branch as on December 31, 2012. Accounts of the branches are
maintained at the head offce from which these accounts are drawn up.
2.08 Accounting period
The fnancial period of the company covers period from 1st January 2012 to 31st December, 2012.
Loans and advances are initially recognized at fair value, representing the cash advanced to the borrower plus the
net of direct and incremental transaction costs and fees. They are subsequently measured at amortized cost shown
at gross amount.
Provision for loans and advances has been made on the basis of instructions contained in Bangladesh Bank BRPD
Circular no.05 dated June 05, 2006 in relation with BCD Circular no.34 dated November 19, 1989, BCD Circular
no. 20 dated December 27, 1994, BCD Circular no. 12 dated September 4, 1995, BRPD Circular no. 16 dated
December 6, 1998, BRPD Circular no. 9 dated May 14, 2001, BRPD Circular no. 09 dated August 20, 2005 and
BRPD Circular no. 17 dated December 06, 2005.
i) Recognition and measurement (Owned assets)
Items of own property and equipment are measured at cost less accumulated depreciation and any accumulated
impairment losses. The cost of an asset comprises its purchase price and any directly attributable costs of bringing
the assets to its working condition for its intended use as per Bangladesh Accounting Standard (BAS) 16 Property,
Plant and Equipment.
ii) Recognition and measurement
Subsequent expenditure is capitalized only when it increases the future economic beneft from the assets and that
cost can be measured reliably. All other expenditures are recognized as an expense as and when they are incurred.
iii) Depreciation
Depreciation is charged to amortize the cost of assets, over their estimated useful lives, using the straight-line
method in accordance with BAS-16 Property, Plant and Equipment. Full depreciation is charged on addition
irrespective of date when the related assets are put into use and no depreciation is charged from the month of
disposal. Asset category wise depreciation rates are as follows:
Furnitures and Fixtures 10%
Motor vehicles 20%
Offce equipment 20%
Electric materials 20%
Computer and computer accessories 20%
The gain or loss arising on the disposal or retirement of an asset is determined as the difference between the sale
proceeds and the carrying amount of the asset and is recognized in the proft and loss account.
Depreciation methods, useful lives and residual values, if any are reviewed at the balance sheet date.
The areas specially in case of interest on loans and advances, all the employees related with the credit of the
company are habituated to accounting the interest income on realization basis as the practice of last 15 years
inherited from the SEDP project. Though the operations of the project have been taken over through the vendors
agreement on 27th October 2011, but practically complete operational guideline in line with non-banking fnancial
institution is yet to be developed. So, without complete operational guideline and necessary training thereon it
appears that lot of mistakes may take place due to change in accounting policy and economic beneft may not be
accurately determined until interest on loans and advances is received. Considering the circumstance as mentioned
above, revenue has been recognized only when the interest on loan has been received by the company.
Other revenues:
Other charges on services rendered by the company are recognized as and when services are rendered.
2.12 Accounts receivable
Accounts receivable at the balance sheet date is stated at amounts which are considered realizable. Specifc
allowance is made for receivable considered to be doubtful for recovery.
2.13 Cash fow statements
The cash fow statement is prepared using the direct method as stipulated in Bangladesh Accounting Standard
(BAS) 7 Cash Flow Statements.
2.14 Write off:
Write-off describes a reduction in recognized value. It refers to recognition of the reduced of zero value of an asset.
Generally, it refers to an investment for which a return on the investment is now impossible or unlikely. The items
potential return is thus canceled and removed from (written off) the Companys balance sheet.
2.15 Employees beneft obligation
As disclosed in note no. 6.2 to the fnancial statements, the company maintains Gratuity Fund that was funded
from the salary of the employees of the company. This practice has been followed in line with practices which were
followed by SEDP Project. Legal formalities relating to Gratuity Fund has not been done.
2.16 Taxation
i) Deferred tax
Tax assessment of the company has not yet been completed. Therefore scope of determining deferred tax has not
been created. After completion of frst tax assessment of the company, deferred tax liability / asset will be calculated
and accounted for accordingly.
ii) Current tax
Provisions for current tax has been made on the basis of the proft for the year as adjusted for taxation purposes in
accordance with the provisions of Income Tax Ordinance, 1984 and amendments made thereto. The current tax rate
for the Company is 42.5% on taxable income.
Cash and cash equivalents comprise cash in hand, cash at bank and term deposits that are readily convertible to a
known amount of cash and that are subject to an insignifcant risk of change in value.
2.18 Earning per share (EPS)
The Company calculates earning per share in accordance with Bangladesh Accounting Standards (BAS) 33
Earnings Per Share which has been shown in the face of the Proft and Loss Account.
2.19 Business commitments and contingencies
There was no capital expenditure contracted but not incurred or provided for at December 31, 2012 (2011: nil).
There was no material capital expenditure authorized by the Board but not contracted for at December 31, 2012.The
Company had no claim, legal or other, against it which has not been acknowledged as debt at the balance sheet date.
2.20 Related party disclosure
As per Bangladesh Accounting Standards (BAS) 24 Related Party Disclosures, parties are considered to be related
if one of the party has the ability to control the other party or exercise signifcant infuence over the other party in
making fnancial and operating decisions. The Company carried out transactions in the ordinary course of business
on an arms length basis at commercial rates with its related parties. Related party disclosures have been given in
note 6.1 & 7.4.
252
2.21 Contingent liabilities and contingent assets
A contingent liability is a probable obligation that arises from past events whose existence will be confrmed by
occurrence or non-occurrence of uncertain future events not within the control of the Company or a present obligation
that is not recognized because outfow of resources is not likely or obligation cannot be measured reliably. At the end
of the balance sheet date the company does not have any contingent liability and contingent asset to recongnize
and disclose.
2.22 Particulars of audit committee
The audit committee of the Board was duly constituted by the Board of Directors of the Company in accordance with
the Bangladesh Banks DFIM circular no. 13 dated October 26, 2011.
The Audit Committee of the Board of Directors consisted of the following 5 (fve) members of the Board:
SL Name Designation
1 Mrs. Khondker Sabera Islam Chairman
2 Mr. Obayed Ullah Al-Masud Member
3 Mr. A. K. M. Abdur Rafque Member
4 Mr. Haradhan Chandra Das Member
5 Mr. A. K. M. Mujibur Rahman Member
2.23 Foreign remittance
There was no foreign remittance during the year 2012
The liquidity statement has been prepared in accordance with remaining maturity grouping of Assets and Liabilities
as of the close of the year as per following bases:
a) Balance with other bank and fnancial institutions are on the basis of their maturity term.
b) Loans and advances are on the basis of their repayment/maturity schedule.
c) Fixed assets are on the basis of their useful lives.
d) Other assets are on the basis of their adjustment terms.
e) Other liabilities are on the basis of their settlement terms.
2.25 Status of compliance of Bangladesh Accounting Standards and Bangladesh Financial Reporting Standards
In preparing the Financial Statements, Agrani SME Financing Company Limited applied following BAS and BFRS:
Name of the BAS BAS No. Status
Presentation of Financial Statements 1 *
Inventories 2 N / A
Cash Flow Statements 7 Applied
Accounting Policies, Changes in Accounting Estimates and Errors 8 Applied
Events after the Balance Sheet Date 10 Applied
Construction Contracts 11 N / A
Income Taxes 12 Applied
Property, Plant and Equipment 16 Applied
Leases 17 N / A
Revenue 18 Applied
Employee Benefts 19 Applied
Accounting for Government Grants and Disclosure of Government Assistance 20 N / A
The Effects of Changes in Foreign Exchange Rates 21 N / A
Borrowing Costs 23 N / A
Related Party Disclosures 24 Applied
Accounting and Reporting by Retirement Beneft Plans 26 N / A
Consolidated and Separate Financial Statements 27 N / A
Investment in Associates 28 N / A
Interests in Joint Ventures 31 N / A
Financial Instruments: Disclosure and Presentation 32 *
Earnings per share 33 Applied
Interim Financial Reporting 34 Applied
Impairment of Assets 36 Applied
Provisions, Contingent Liabilities and Contingent Assets 37 Applied
Intangible Assets 38 Applied
Financial Instruments: Recognition and Measurement 39 *
Investment Property 40 N / A
Agriculture 41 N / A
Name of the BFRS BFRS No. Status
Share Base payment 2 N / A
Business combination 3 N / A
Insurance Contracts 4 N / A
Non-current assets held for sale and discontinued operation 5 N / A
Exploration for and Evaluation of Mineral Resources 6 N / A
Financial Instruments: Disclosures 7 *
Operating Segments 8 N / A
*As the regulatory requirements differ with the standards, relevant disclosures are made in accordance with
Bangladesh Banks requirements (please see note 2.03).
N/A= Not applicable.
2.26 BASEL II & Its implementation
To cope with the international best practices and to make the capital more risks sensitive as well as more shock
resilient, guidelines on Basel Accord for Financial Institutions (BAFI) have been introduced from January 01, 2011
on test basis by the Bangladesh Bank. At the end of test run period, Basel Accord regime has started and the
guidelines namely Prudential Guidelines on Capital Adequacy and Market Discipline for Financial Institutions
(CDMD) have come fully in force from January 01, 2012 with its subsequent supplements/revisions. Instructions
regarding Minimum Capital Requirement (MCR), Adequate Capital, and Disclosure requirement as stated in these
guidelines have to be followed by all FIs for the purpose of statutory compliance. As per CDMD guidelines Financial
Institutions should maintain a Capital Adequacy Ratio (CAR) of minimum 10%. In line with CDMD guidelines
requirement, Agrani SME Financing Company Limited is aware to ensure timely implementation of BASEL II accord.
2.27 Financial risk management
Agrani SME Financing Company Limited always concentrates on delivering high value to its stakeholders through
appropriate tradeoff between risk and return. A well structured and proactive risk management system is in place
within the Company to address risk relating to credit, market, liquidity and operations. In addition to the industry
best practices for assessing, identifying and measuring risks, the Company is also committed to follow the guidelines
for managing core risk of fnancial instructions issued by the Countrys Central Bank, Bangladesh Bank, vide FID
Circular No. 10 dated September 18, 2005 for management of risk.
Credit risk
To encounter and mitigate credit risk the company employed multilayer approval process, policy for customers
maximum asset exposure limit, mandatory search for credit report from Credit Information Bureau, looking into
payment performance of customer before fnancing, annual review of clients, vigorous monitoring and follow up,
taking collateral, seeking external legal opinion, maintaining neutrality in politics and following arms length approach
in related party transactions, regular review of market situation and industry exposure etc.
Market risk
The Company regularly meets to assess the changes in interest rate, market conditions, carry out asset liability
maturity gap analysis, re-pricing of products and thereby takes effective measures to monitor and control interest
rate risk, The Company has also strong access to money market and credit lines at a competitive rate through good
reputation, strong earnings and fnancial strength.
Liquidity Risk
Liquidity requirements are managed on a day-to-day basis by the Company which is responsible for ensuring that
suffcient funds are available to meet short term obligations, even in a crisis scenario, and to maintain a diversity
of funding sources. The Company maintains liquidity based on historical requirements, anticipated funding
requirements from operation, current liquidity position, collections from fnancing, available sources of funds and
risks and returns.
Operational Risk
Appropriate internal control measures are in place, at Agrani SME Financing Company Limited, to address
operational risks. Agrani SME Financing Company Limited is planning to establish an internal control & compliance
department (ICCD) to address operational risk and to frame and implement policies to encounter such risks. Though
at present the company does not have any internal control and compliance department but experienced people are
engaged to assess operational risk across the Company as a whole and ensures that an appropriate framework
exists to identify, access and manage operational risk.
2.28 Expenses
In terms of the provision of the Bangladesh Accounting Standard (BAS-1) Presentation of Financial Statements, all
expenses are recognized on accrual basis.
254
2.29 Particulars of Directors and their interest in the Agrani SME Financing Company Limited (31-12-2012)
Name and address Status Date of original appointment
No. of shares held in
the Bank
Syed Abdul Hamid
(Representing Agrani Bank Ltd.)
Chairman and
Director
26/07/2010 9,999,988
Khondker Sabera Islam Director 26/07/2010 2
Md. Mofazzal Hossain Director 11/08/2011 2
A. K. M. Abdur Rafque Director 26/07/2010 2
Obayed Ullah Al-Masud Director 29/02/2012 2
Haradhan Chandra Das Director 29/02/2012 2
A.K.M. Mujibur Rahman Managing Director
and Chief Executive
Offcer
26/07/2010 2
2.30 Name of the Directors and their interest in different entities (31-12-2012)
Name of the Directors
Designation with
Company
Entities where they have
interest
Position with the
Entities
Syed Abdul Hamid Chairman and Director Agrani Bank Limited Managing Director and
Chief Executive Offcer
Khondker Sabera Islam Director Independent Director outside
of Agrani Bank Limited
Ex-Deputy Managing
Director
Md. Mofazzal Hossain Director Agrani Bank Limited Ex - Deputy Managing
Director
A. K. M. Abdur Rafque Director Independent Director outside
of Agrani Bank Limited
Research fellow
Obayed Ullah Al-Masud Director Agrani Bank Limited Deputy Managing
Director
Haradhan Chandar Das Director Agrani Bank Limited General Manager
Nazrul Islam Farazi Director Agrani Bank Limited General Manager
A.K.M. Mujibur Rahman Managing Director
and Chief Executive
Offcer
Agrani Bank Limited Deputy Managing
Director
2.31 Comparative Information:
Comparative information have been disclosed in respect of period from 27th October 2011 to 31st December, 2011
for all numerical information in the fnancial statements and also the narratives and descriptive information when it is
relevant for understanding of the current months fnancial statements.
2.32 Performance Bonus:
Performance bonus amounting to Taka 1,336,488 is charged against current years proft on the basis of basic salary.
(Amount in Taka)
Note 2012 2011
3 Balance with Other Banks and Financial Institution 775,781,991 507,038,039
Short term deposit 3.1 130,125,959 60,744,263
Fixed deposit Annex-1 645,656,032 446,293,776
3.1 Balance with Other Banks and Financial Institution
Local currency 3.1.1 130,125,959 60,744,263
Foreign currencies - -
3.1.1 Local currency Annex-3 130,125,959 60,744,263
Faridpur 57,103,820 24,450,042
Mymensingh 48,047,052 24,155,119
Head offce- Dhaka 24,975,087 12,139,102
3.2 Cash Reserve Requirment (CRR) and Statutory Liquidity Reserve (SLR)
Cash Reserve Requirement and Statutory Liquidity Reserve have been calculated and maintained in accordance with
Financial Institution Act, 1993 & Financial Institution Regulations 1994 and FID Circular No. 06 dated November 06,
2003 and FID Circular No. 02 dated November 10, 2004. The companies do not have any term deposit, therefore there
is no scope of maintaining Cash Reserve Requirement (CRR).
Statutory Liquidity Reserve (SLR) has been calculated at the rate of 5.0% on total liabilities. SLR is maintain in liquid
assets in the form of cash in hand (notes & coin in BDT). From January 2013, the company is maintaining a account
with Bangladesh Bank where suffcient amount to maintain the Statutory Liquidity Reserve (SLR) has been deposited.
4 Loans, cash credit and overdraft etc. Annex-4 447,013,061 461,111,340
4.1 Sector wise details of loans and advances
i) Agricultural industries 174,739,999 183,098,718
ii) Textiles, Apparels & Accessories 330,370 306,463
iii) Food and Beverage 4,599,806 4,312,860
iv) Pharmaceuticals 2,402,224 2,265,012
v) Leather & Leather Products, Chemicals 981,247 944,057
vi) Power, Energy & Engineering 14,248,928 13,950,388
vii) IT & Services 3,258,350 2,947,142
viii) Transportation 632,540 801,474
ix) Other industries 27,581,639 26,893,596
x) Trade & Commerce 218,237,958 225,591,630
Total 447,013,061 461,111,340
4.2 Loans and advances geographical location-wise
Urban 32,369,287 32,670,982
Faridpur 242,684,862 247,559,186
Mymensingh 171,958,912 180,881,172
Total 447,013,061 461,111,340
4.3 Details of large loan / investments
There were no clients with outstanding amount and classifed loans/investments exceeding 15% of total capital of the
fnancial institution.
4.4 Particulars of Loans and advances
i) Loans and advances considered good in respect of which
the fnancial institution is fully secured
63,282,000
ii) Loans and advances considered good against which the
fnancial institution holds no security other than the debtors
personal guarantee.
4,991,000
iii) Loans and advances considered good secured by the
personal undertaking of one or more parties in addition to
the personal guarantee of the debtors.
378,740,061
iv) Loans and advances adversely classifed; provision not
maintained there against
-
256
(Amount in Taka)
Note 2012 2011
v) Loans and advances due by directors or offcers of the
fnancial institution or any of them either separately or jointly
with any other persons.
-
vi) Loans and advances due from companies or frms in which
the directors of the fnancial institution have interest as
directors, partners or managing agents or in case of private
companies, as members
-
vii) Maximum total amount of advances including temporary
advances made at any time during the year to directors or
managers or offcers of the fnancial institution or any of them
either separately or jointly with any other person.
-
viii) Maximum total amount of advances including temporary
advances granted during the year to the companies or frms
in which the directors of the fnancial institutions have interest
as directors, partners or managing agents or in the case of
private companies, as member
-
ix) Due from bank and fnancial institutions -
Total outstanding 4.5 447,013,061
x) Classifed Loans and advances
a) Classifed Loans and advances on which interest has not
been charged
4.5 44,143,000
b) Provision on bad Loans and advances 4.6 26,537,000
c) Amount of written off Loans and advances -
Total amount realized against loans and advances previously
written off
-
d) Provision kept against loans and advances classifed as bad debts -
e) Interest credited to Interest Suspense Account -
xi) Cumulative amount of written off Loans and advances -
Opening Balance -
Amount written off during the year -
The amount of written off Loans and advances for which law
suits have been fled.
4.5 Classifcation of loans, advances and leases
Unclassifed:
Standard loan 377,183,061
Special mention account (SMA) 25,687,000
Sub. Total 402,870,061
Classifed
Sub-standard 5,866,000
Doubtful 3,640,000
Bad / Loss 34,637,000
Sub. Total 44,143,000
Total 447,013,061
4.6 Particulars of required provision for loans and advances
General Provision Rate
Base for
provision
Required
provision
Loans and Advances(Excluding SMA) 1% 377,183,061 3,771,831
Special mention account (SMA) 5% 25,687,000 1,284,350
Sub. Total 5,056,181
Specifc Provision
Sub-standard 20% 4,893,000 978,600
Doubtful 50% 2,900,000 1,450,000
Bad / Loss 100% 26,537,000 26,537,000
Sub. Total 28,965,600
Total 34,021,781
Required provision for loans and advance 34,021,781
Total provision maintained (Note 6.1) 62,928,232
Excess / (short) provision at 31 December, 2012 28,906,452
5
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(Amount in Taka)
Note 2012 2011
6 Other assets: 14,262,925 50,209,030
Advance to Agrani Bank Limited - 499,900
Security deposit 1,000 1,000
Tax Deducted at Sources 6,081,379 -
Receivable from Agrani Bank Limited 6.1 7,322,127 48,934,380
DPO current account -Mymensingh 529,065 444,395
DPO current account -Faridpur 329,355 329,355
6.1 Receivable from Agrani Bank Limited 7,322,127 48,934,380
Opening balance at January 01, 2012 48,934,380 48,934,380
Receivable on account of revolving fund during the period - -
Received during the year (41,612,253) -
Closing balance at December 31 , 2012 7,322,127 48,934,380
7 Other liabilities: 159,854,687 66,134,227
Provision for loans and advances 7.1 62,928,232 52,612,818
Gratuity fund 7.2 14,362,766 12,320,332
Provision for expenses 7.3 421,741 510,000
Provision for performance bonus 2,007,268 -
Payable to Agrani Bank (Reimbursement of bank staff benefts) 1,906,282
Provision for Gratuity 756,473 -
Provision for Tax 21,099,210 -
Faridpur Zonal offce 18,354 -
Benevolent fund 15,420 -
Income tax Payable 35,396 100,196
VAT Payable 1,624 1,624
Payable to Agrani Bank 7.4 55,672,663 -
CPO Current Account 509,257 509,257
Provision for audit fees 120,000 80,000
7.1 Provision for loans and advances 62,928,232 52,612,818
Add: Addition during the period - -
Risk fund 2% 8,574,289 -
Risk Coverage Fund 1% 1,741,125 -
Less: Transfer during the period - -
7.2 Provision for gratuity fund 14,362,766 12,320,332
Add: Transfer during this period 670,780
Add: Interest on Gratuiry Fund FDR 1,667,956 -
Less: Payment during the period (296,302) -
7.3 Provision for expenses 421,741 510,000
Opening balance at January 01, 2012 510,000 -
Add: Addition during the period 7.3.1 271,741 360,000
Less: Transfer during the period 360,000 150,000
Closing balance at December 31 , 2012 421,741 510,000
7.3.1 Provision for expenses added during this period 271,741 -
Provision for Closing expenses 68,600 -
Provision for Consultancy fee 50,000 -
Provision for lunch subsidy 25,200 -
Provision for director allowance 10,000 -
Provision for rates & taxes 117,941 -
7.4 Payable to Agrani Bank Ltd. Tk. 55,672,663
This represents payable to Agrani Bank Limited on account of fnal settlement of outstanding loan and advance and
interest thereon as on the dates of closing of loan giving activities jointly with the company by the Agrani Bank Ltd.
The account has been taken as determined by the Agrani Bank Ltd., item wise detailed calculation and reconciliation
of the balance is yet to be completed.
(Amount in Taka)
Note 2012 2011
8 Share capital
8.1 Authorized Capital : 5,000,000,000 5,000,000,000
The authorized capital of the company is Taka 5,000,000,000
divided into 50,000,000 ordinary shares of Taka. 100.00
each.
8.2 Issued, subscribed and fully Paid up Capital :
Opening balance 500,000,000 500,000,000
Add: Issued bonus share 400,000,000 -
Add: Issued right share 100,000,000 -
Closing balance 1,000,000,000 500,000,000
During the year the company has issued 400,000 bonus share from General reserve and Right share (5:1) to meet the
capital requirements as prescribed by Bangladesh Bank through DFIM circular dated on July 24, 2011.
The paid up capital of the company is Taka. 1,000,000,000 divided into 10,000,000 ordinary shares of Taka. 100.00
each . This has been made in accordance with the Financial Institution Act 1993.
8.3 Capital Adequacy Ratio (CAR)
In terms of section 13(2) of the Bank Companies Act, 1991 and Bangladesh Bank BRPD ciruclers nos. 01,14,10
and 05 dated January 08, 1996, November 25, 2002 and May 14, 2007 respectively required a capital of the Bank
at the close of the busines on 31 December 2012 was Taka 74,509,138 as against available core capital of Taka
1,080,657,626 and supplementary capital of Taka 5,056,181 making the total capital of Taka 1,085,713,807 thereby
showing a surplus capital/equity of Taka 1,011,204,669 at that date. Details are shown below:
Total Asset including off balance sheet items 1,240,512,313
Total risk weighted asset 745,091,377
Required capital (10% of risk weighted asset) 74,509,138
Actual Capital Held 1,085,713,807
Core Capital 8.3.1 1,080,657,626
Supplementary Capital 8.3.2 5,056,181
Total Capital Surplus/ (defcit) 1,011,204,670
Capital Adequacy Ratio (CAR) Based on Basel II framework
2012
Capital requirement: Required Held
Tier -I (Minimum) 5% 145%
Tier -II (Balancing) 5% 1%
Total 10% 146%
8.3.1 Core Capital (Tier -I) 1,000,000,000
Paid-up Capital 5,709,198
Statutory Reserve 54,731,264
General Reserve 20,217,164
Retained earnings 1,080,657,626
8.3.2 Supplementary Capital (Tier - II)
General Provision maintained against unclassifed loans 5,056,181
General Provision @ 1% against off balance sheet exposures -
Asset revaluation reserve -
Revaluation reserve for equity instruments up to 10% -
Revaluation on investment -
5,056,181
Total Actual Capital Maintained 1,085,713,807
9 Statutory reserve
Opening balance - -
Add: Transfer from appropriation of proft 5,709,198 -
Closing Balance 5,709,198 -
10 General reserve 54,731,264 454,731,264
Opening balance 454,731,264 454,731,264
Add: Transfer from appropriation of proft - -
Less: Issuing bonus share (400,000,000) -
Closing balance 54,731,264 454,731,264
260
(Amount in Taka)
Note 2012 2011
11 Interest income
Interest on loans and advances Annex-2 37,850,277 -
Interest on short term deposit Annex-2 2,443,433 -
Interest on fxed deposit Annex-1 59,591,963 -
Less: Adjustment with Agrani bank (9,896,614) -
Total inocme 89,989,059 -
12 Other Operating Income 156,039 218,238
Duplicate certifcate fees 10,300
Training Fees 127,250 218,238
Miscellaneous income 18,489
13 Salaries & Allowances: 29,550,444 118,694
Salaries 20,303,057 118,694
Incentive Bonus 746,959 -
Lunch Subsidy 2,898,680 -
Wages Paid 186,479 -
Bonus 2,223,597 -
Conveyance Allowances 78,914 -
Performance bonus 1,336,488 -
Overtime 349,017 -
Gratuity 1,427,253 -
14 Rent, Taxes, Insurance, Electricity etc. 2,758,404 797,085
Rent, rate and taxes 2,491,606 797,085
Insurance 52,585 -
Power and electricity 214,213 -
15 Postage, Stamps, Telecommunication etc.: 166,606 -
Telephone charges (Offce) 118,053 -
Telephone charges (Residence) 6,162 -
Postages 42,391 -
16 Stationery, Printing, Advertisement etc.: 1,169,990 4,320
Newspaper & periodicals 150,492 -
Advertisement & publicity 92,698 -
17 Managing Directors Salary and benefts 120,000 360,000
Managing Directors position in the company is being held by the
Deputy Managing Director of Agrani Bank Ltd, as ex-offcer, as such
no other remuneration is paid except Tk 10,000 per month as charge
allowance.
18 Directors Fees:
Honorarium & fees 395,000 -
Each director for every attandence in Board Meeting gets Tk.5,000. Except this, no other charges or allowance is paid
to the directors of the company.
(Amount in Taka)
Note 2012 2011
19 Other Expenses: 5,715,870 372,216
Petroleum, oil & lubricant for vehicles 2,741,406 -
Travelling expenses(Inland) 425,583 -
Training expenses 221,704 -
Upkeep of offce premises 187,530 -
Business development expenses 96,196 -
Repairs-motor vehicles 541,578 -
Repairs-furniture & fxtures 11,070 -
Repairs-offce equipment 58,048 -
Repairs & maintenance of computer 38,754 -
Repairs elect. Equipment & lighting materials 36,945 -
E-mail & internet 42,597 -
Consultancy Fees 425,000 -
Closing Expenses 68,600 -
Bank Charge 427,924 181,772
Other charges 58,329 40,444
20 Prior years adjustment 1,012,729 -
Loan Outstanding 251,949 -
Rectifcation of bank balance 90,000 -
performance bonus Payable 670,780 -
All the amont as mentioned above are relating to the year 2011. Therefor those are adjusted with the opening retained
earnings as prior year adjustment.
_________________________ _________________________
Managing Director / Director Company Secretary
262
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Schedule of Interest Income
As at 31st December 2012
(Amount in Taka) Annex-2
SL
No
Branch
Interest on
Loans &
Advance
Interest on Deposit
Revolving
Loan
Fund
Interest
Income
Fund
Bad
Debt
Fund
Risk
Coverage
Fund
Credit
Fund
Gratuity
Fund
TA
fund
Principal
Branch
Acc
2012
Mymensingh zone
1 Bhaluka 845,216 16,860 3,629 2,659 936 - - - - 869,300
2 Fulbaria 471,946 8,383 2,389 4,320 2,400 - - - - 489,438
3 Gafargaon 794,098 38,969 18,320 11,186 3,672 - - - - 866,245
4 Gouripur 739,001 14,308 4,017 4,261 2,827 - - - - 764,414
5 Haluaghat 668,969 - 3,904 2,965 776 - - - - 676,614
6 Ishwarganj 720,444 31,857 4,040 1,620 - - - - - 757,961
7 Mym. Sadar 881,721 20,569 4,348 1,437 2,490 - - - - 910,564
8 Muktagacha 812,744 18,621 1,107 1,415 777 - - - - 834,664
9 Nandail 418,624 8,304 - 2,580 800 - - - - 430,308
10 Phulpur 790,525 9,957 4,185 10,248 5,324 - - - - 820,239
11 Trishal 1,208,465 37,220 7,966 2,623 - - - - - 1,256,274
12 Kishore. Sadar 1,173,032 41,231 4,035 3,839 3,317 - - - - 1,225,453
13 Karimganj 821,595 - 3,739 2,611 1,137 - - - - 829,082
14 Katiadi 315,557 9,019 551 3,329 918 - - - - 329,374
15 Jamalpur Sadar 1,176,698 38,211 17,827 2,082 3,348 - - - - 1,238,166
16 Sherpur Sadar 70,967 845 138 7,867 5,546 - - - - 85,363
17 Netro. Sadar 291,869 33,923 142 1,214 3,423 - - - - 330,571
18 Kendua 290,726 44,461 1,588 2,547 575 - - - - 339,897
19 Modhupur 366,580 42,355 3,155 2,152 2,889 - - - - 417,131
20 Gopalpur 538,994 48,524 44,885 3,074 2,216 - - - - 637,693
21 Tangail - - - - - - -
22 Mymensingh DPO - - - - - - -
Sub total 13,397,768 463,616 129,964 74,029 43,371 - - - - 14,108,749
Faridpur zone
23 Zilla Parishad 1,932,666 30,475 6,827 2,169 1,549 - - - - 1,973,686
24 Charvadrashan 672,474 55,108 2,554 2,514 3,288 - - - - 735,938
25 Sadarpur 1,251,368 39,593 4,050 3,770 1,080 - - - - 1,299,861
26 Bhanga 1,294,133 138,085 4,524 7,795 2,916 - - - - 1,447,453
27 Nagarkanda 1,122,506 12,284 3,701 2,269 848 - - - - 1,141,608
28 Boalmari 2,925,226 135,196 9,522 3,296 1,242 - - - - 3,074,482
29 Naliajamalpur 2,336,170 - 5,644 2,795 198 - - - - 2,344,807
30 Rajbari 1,620,368 28,564 5,073 2,840 1,243 - - - - 1,658,089
31 Pangsha 1,237,183 7,877 3,752 4,505 1,413 - - - - 1,254,730
32 Ahladipur 744,495 31,240 2,524 2,456 2,814 - - - - 783,529
33 Gopalgonj 1,670,425 29,140 2,851 2,220 1,838 - - - - 1,706,474
34 Tungipara 742,534 - 1,953 1,986 1,158 - - - - 747,631
35 Kotalipara 1,243,186 56,179 4,130 3,388 2,925 - - - - 1,309,808
36 Madaripur 1,806,005 28,858 4,225 2,240 2,806 - - - - 1,844,133
37 Kalkini 1,065,602 6,436 4,740 4,963 3,979 - - - - 1,085,720
38 Takerhut 1,134,908 33,096 2,880 964 - - - - - 1,171,848
39 Borhamgonj 738,705 14,816 2,755 5,047 4,004 - - - - 765,327
40 Shariatpur 914,555 49,632 1,625 2,215 2,758 - - - - 970,785
41 Faridpur DPO - - - - - - - -
Sub total 24,452,509 696,579 73,331 57,433 36,059 - - - - 25,315,911
Dhaka CPO
42 Amin Court 395,693 50,663 446,357
43 Pilot Phase 12,979 12,979
44 Motijheel 405,051 2,864 1,200 600 409,715
Sub total - 800,744 2,864 1,200 600 - 50,663 - 12,979 869,051
Grand total 37,850,277 1,960,940 206,159 132,661 80,030 - 50,663 - 12,979 40,293,710
Interest income
Interest on loans and advances 37,850,277
Interest on short term deposit 2,443,433
Total interest income 40,293,710
Less: Adjustment with Agrani bank 9,896,614
Recognised income 30,397,096
264
Fund wise Cash at Bank
SL
No
Branch
Revolving
Loan
fund
Interest
income
fund
Bad debt
fund
Risk
coverage
fund
Credit
fund
Gratuity
fund
TA fund
Principal
Branch
Acc
2012 2,011
Mymensingh zone
1 Bhaluka 1,441,700 242,970 37,208 31,851 - - - - 1,753,729 282,109
2 Fulbaria 1,135,336 156,397 17,339 69,086 - - - - 1,378,158 845,370
3 Gafargaon 2,010,085 312,242 477,378 103,407 - - - - 2,903,112 2,274,641
4 Gouripur 1,733,699 194,614 79,375 81,192 - - - - 2,088,879 449,596
5 Haluaghat 1,903,473 177,678 278,523 45,700 - - - - 2,405,375 534,151
6 Ishwarganj 1,811,015 93,400 163,234 36,087 - - - - 2,103,736 690,121
7 Mym. Sadar 1,846,935 315,075 38,989 1,054 - - - - 2,202,053 728,497
8 Muktagacha 2,849,521 199,728 72,360 88,286 - - - - 3,209,894 525,213
9 Nandail 1,724,378 95,880 233,305 51,308 - - - - 2,104,871 3,475,109
10 Phulpur 1,606,200 204,882 115,758 67,980 - - - - 1,994,820 1,470,903
11 Trishal 2,141,551 452,976 101,881 2,306 - - - - 2,698,715 1,687,443
12 Kishore. Sadar 2,381,808 403,321 50,839 9,394 - - - - 2,845,363 964,133
13 Karimganj 3,315,430 331,022 34,947 79,420 - - - - 3,760,818 580,281
14 Katiadi 980,212 132,271 139,954 71,359 - - - - 1,323,797 610,444
15 Jamalpur Sadar 2,222,624 615,241 211,910 1,600 - - - - 3,051,376 1,637,150
16 Sherpur Sadar 1,587,770 10,147 224,112 156,059 - - - - 1,978,088 1,061,956
17 Netro. Sadar 2,221,085 248,571 54,987 111,850 - - - - 2,636,493 2,219,304
18 Kendua 1,601,070 157,008 57,045 19,584 - - - - 1,834,707 1,385,136
19 Modhupur 2,329,640 625,126 77,896 94,660 - - - - 3,127,321 1,068,992
20 Gopalpur 1,750,170 549,507 157,384 70,447 - - - - 2,527,508 1,608,065
21 Tangail 56,189 - - - - - - - 56,189 56,189
22 Mymensing DPO - - - - - - 62,054 - 62,054 318
Sub total 38,649,891 5,518,055 2,624,423 1,192,630 - - 62,054 - 48,047,052 24,155,119
Faridpur zone
23 Zilla Parishad 4,009,175 434,219 99,542 23,708 - - - - 4,566,644 2,016,250
24 Charvadrashan 2,413,310 167,531 103,097 106,748 - - - - 2,790,686 2,780,099
25 Sadarpur 2,685,798 530,462 158,896 29,725 - - - - 3,404,881 1,857,452
26 Bhanga 6,987,808 455,368 333,787 83,708 - - - - 7,860,671 2,725,939
27 Nagarkanda 872,709 175,967 73,059 33,123 - - - - 1,154,858 1,299,787
28 Boalmari 7,421,688 853,090 220,321 17,826 - - - - 8,512,925 1,984,650
29 Naliajamalpur 3,744,625 577,317 59,628 11,964 - - - - 4,393,534 2,828,915
30 Rajbari 1,911,616 448,314 164,304 45,159 - - - - 2,569,393 1,188,040
31 Pangsha 1,261,206 308,568 159,919 12,194 - - - - 1,741,886 438,357
32 Ahladipur 1,776,507 196,214 109,777 18,944 - - - - 2,101,442 966,993
33 Gopalgonj 2,017,100 712,191 39,183 7,914 - - - - 2,776,389 1,014,255
34 Tungipara 659,747 234,289 27,610 41,329 - - - - 962,975 678,942
35 Kotalipara 2,491,609 414,776 101,941 84,083 - - - - 3,092,409 1,172,010
36 Madaripur 2,004,379 439,793 151,699 99,675 - - - - 2,695,546 689,736
37 Kalkini 699,960 313,226 111,049 129,520 - - - - 1,253,756 347,072
38 Takerhut 1,650,603 310,183 107,161 26,734 - - - - 2,094,681 734,388
39 Borhamgonj 1,436,179 176,458 216,577 128,088 - - - - 1,957,302 1,136,979
40 Shariatpur 2,825,930 255,447 89,518 2,449 - - - - 3,173,344 571,484
41 Faridpur DPO - - - - - - 500 - 500 18,697
Sub total 46,869,947 7,003,413 2,327,069 902,892 - - 500 - 57,103,820 24,450,042
Dhaka CPO
42 Amin Cort - - - - - 460,542 - 7,142,273 7,602,815 187,835
43 Pilot Phase - - - - - - - 332,851 -
44 Motijheel 2,191,701 3,746,673 4,044,620 1,059,437 561,345 - - 5,435,646 17,039,421 11,951,267
Sub total 2,191,701 3,746,673 4,044,620 1,059,437 561,345 460,542 - 12,910,770 24,975,087 12,139,102
Grand total 87,711,538 16,268,140 8,996,111 3,154,959 561,345 460,542 62,554 12,910,770 130,125,959 60,744,263
Schedule of Loan Outstanding (Principal)
As at 31st December 2012
SL No. Branch name 2012 2011
Mymensingh Zone
1 Bhaluka 7,614,693 9,428,236
2 Fulbaria 6,092,412 6,432,557
3 Gafargaon 8,713,023 10,497,019
4 Gouripur 8,453,315 9,517,953
5 Haluaghat 13,999,340 13,475,763
6 Ishwargonj 6,445,669 9,284,614
7 Mymensingh Sadar 12,065,393 12,489,891
8 Muktagacha 13,441,141 15,112,196
9 Nandail 9,140,892 11,568,445
10 Phulpur 11,189,707 9,382,662
11 Trishal 5,113,178 5,346,024
Sub total 102,268,762 112,535,359
Kishoreganj Zone
12 Kishore. Sadar 10,186,908 11,680,709
13 Karimgonj 7,068,859 9,477,628
14 Katiadi 5,875,140 5,560,000
Sub total 23,130,907 26,718,337
Jamalpur Zone
15 Jamalpur Sadar 9,179,677 9,061,464
16 Sherpur Sadar 7,339,950 10,577,850
Sub total 16,519,627 19,639,314
Netrokona Zone
17 Netro. Sadar 13,024,205 13,516,951
18 Kendua 4,818,278 5,345,248
Sub total 17,842,483 18,862,199
Tangail Zone
19 Modhupur 6,491,555 8,836,908
20 Gopalpur 6,532,508 6,960,946
Sub total 13,024,063 15,797,854
Faridpur Zone
21 Zilla Parishad 18,647,520 20,181,091
22 Charvadrashan 16,341,972 19,507,991
23 Sadarpur 12,476,407 13,565,408
24 Bhanga 14,649,783 17,671,846
25 Nagarkanda 16,193,240 15,958,238
26 Boalmari 34,094,852 31,862,274
27 Naliajamalpur 22,173,887 23,709,090
28 Rajbari 16,689,553 17,471,175
29 Pangsha 11,162,100 12,253,963
30 Ahladipur 5,153,282 6,464,914
Sub total 167,582,596 178,645,990
Gopalgonj Zone
31 Gopalgonj 12,258,988 13,490,546
32 Tungipara 8,854,146 9,045,186
33 Kotalipara 4,824,690 7,378,178
Sub total 25,937,824 29,913,910
Madaripur Zone
34 Madaripur 16,514,226 14,788,722
35 Kalkini 10,389,150 8,794,405
36 Takerhut 16,689,553 18,054,499
37 Borhamgonj 8,822,650 8,943,227
38 Shariatpur 8,131,258 8,417,524
Sub total 60,546,837 58,998,377
Grand total 426,853,099 461,111,340
Loans and Advance at Brance Outstanding 426,853,099
Add: Adjustment with Agrani Bank Payable 20,159,962
Total Outstanding 447,013,061
266
AGRANI EXCHANGE HOUSE
PRIVATE LIMITED
(Incorporated in the Republic of Singapore)
Co. Reg. No. 200200048D
REPORT OF THE DIRECTORS AND
FINANCIAL STATEMENTS
FINANCIAL YEAR ENDED 31

DECEMBER 2012
AGRANI EXCHANGE HOUSE PRIVATE LIMITED
Co. Reg. No. 200200048D
REPORT OF THE DIRECTORS
The directors present their report to the member together with the audited fnancial statements of the Company for the
fnancial year ended 31 December 2012.
The directors of the Company in offce at the date of this report are as follows:
Dr. Khondoker Bazlul Hoque
Syed Abdul Hamid
Mohammad Shams Ul Islam
ARRANGEMENTS TO ENABLE DIRECTORS TO ACQUIRE BENEFITS BY MEANS OF THE ACQUISITION OF
SHARES AND DEBENTURES
Neither at the end of the fnancial year nor at any time during the fnancial year did there subsist any arrangement to
which the Company is a party, being arrangements whose objects are, or one of whose objects is, to enable the directors
of the Company to acquire benefts by means of the acquisition of shares in, or debentures of, the Company or any other
body corporate.
DIRECTORS INTERESTS IN SHARES OR DEBENTURES
According to the register kept by the Company for the purposes of section 164 of the Singapore Companies Act, Chapter
50, the interests of the directors who held offce at the end of the fnancial year in the shares of the Company were as
follows:
Direct interest
At beginning At end of
of fnancial fnancial
Name of directors year year
The Company
(Ordinary shares)
Dr. Khondoker Bazlul Hoque - -
Syed Abdul Hamid - -
Mohammad Shams Ul Islam - -
Md. Ali Hossain Prodhania - -
Except as disclosed in this report, no directors who held offce at the end of the fnancial year had interests in shares,
share options, warrants or debentures of the Company, or of the related corporation, either at the beginning of the
fnancial year, or at the end of the fnancial year.
DIRECTORS CONTRACTUAL BENEFITS
Except as disclosed in the fnancial statements, since the end of the previous fnancial year, no director of the Company
has received or become entitled to receive a beneft by reason of a contract made by the Company or a related corporation
with the director or with a frm of which the director is a member, or with a company in which the director has a substantial
fnancial interest.
268
SHARE OPTIONS
During the fnancial year, there were:
no options granted by the Company to any person to take up unissued shares of the Company; and
no shares issued by virtue of any exercise of option to take up unissued shares of the Company.
At the end of the fnancial year, there were no unissued shares of the Company under option.
AUDITORS
The auditors, C. C. Yang & Co., have expressed their willingness to accept re-appointment.
On behalf of the Board of Directors
..
CEO & Director
..
Chairman
19 March 2013
Co. Reg. No. 200200048D
STATEMENT BY DIRECTORS
In the opinion of the directors,
(a) the accompanying fnancial statements set out in the following sections of the fnancial statements:
Statement of Comprehensive Income
Statement of Financial Position
Notes, comprising a summary of signifcant accounting policies and other explanatory information
are drawn up so as to give a true and fair view of the state of affairs of the Company as at 31 December 2012 and
the results, changes in equity and cash fows of the Company for the fnancial year then ended; and
(b) at the date of this statement, there are reasonable grounds to believe that the Company will be able to pay its debts
as and when they fall due.
On behalf of the Board of Directors
..
CEO & Director
..
Chairman
19 March 2013
270
INDEPENDENT AUDITORS REPORT TO THE MEMBER OF
Co. Reg. No. 200200048D
Report on the Financial Statements
We have audited the accompanying fnancial statements of Agrani Exchange House Private Limited (the Company),
which comprise the statement of fnancial position as at 31 December 2012, and the statement of comprehensive
income, statement of changes in equity and statement of cash fows for the fnancial year then ended, and a summary
of signifcant accounting policies and other explanatory information.
Management is responsible for the preparation of fnancial statements that give a true and fair view in accordance with
the provisions of the Singapore Companies Act, Chapter 50 (the Act) and Singapore Financial Reporting Standards,
and for devising and maintaining a system of internal accounting controls suffcient to provide a reasonable assurance
that assets are safeguarded against loss from unauthorised use or disposition; and transactions are properly authorised
and that they are recorded as necessary to permit the preparation of true and fair proft and loss account and balance
sheet and to maintain accountability of assets.
Our responsibility is to express an opinion on these fnancial statements based on our audit. We conducted our audit in
accordance with Singapore Standards on Auditing. Those standards require that we comply with ethical requirements
and plan and perform the audit to obtain reasonable assurance about whether the fnancial statements are free from
material misstatement.
statements. The procedures selected depend on the auditors judgement, including the assessment of the risks of
material misstatement of the fnancial statements, whether due to fraud or error. In making those risk assessments, the
auditor considers internal control relevant to the entitys preparation of the fnancial statements that give a true and fair
view in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing
an opinion on the effectiveness of the entitys internal control. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating
the overall presentation of the fnancial statements.
We believe that the audit evidence we have obtained is suffcient and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the fnancial statements are properly drawn up in accordance with the provisions of the Act and Singapore
Financial Reporting Standards so as to give a true and fair view of the state of affairs of the Company as at 31 December
2012 and of the results, changes in equity and cash fows of the Company for the fnancial year ended on that date.
Report on Other Legal and Regulatory Requirements
In our opinion, the accounting and other records required by the Act to be kept by the Company have been properly kept
in accordance with the provisions of the Act.

C.C. YANG & CO.
PUBLIC ACCOUNTANTS AND
CERTIFIED PUBLIC ACCOUNTANTS
SINGAPORE
19 March 2013
STATEMENT OF COMPREHENSIVE INCOME
(Expressed in Singapore Dollars)
Note
2 0 1 2 2 0 1 1
$ $
Revenue 1,050,390 743,579
Other Items of Income
Other Income 3 31,578 27,374
Other Items of Expense
Employee Benefts Expense 4 (413,657) (263,830)
Depreciation and Amortisation Expense 7 (36,946) (33,846)
Other Expenses 5 (452,483) (345,174)
Proft (Loss) Before Tax from
Continuing Operations 178,882 128,103
Income Tax Beneft (Expense) 6 766 9,248
Proft (Loss) from Continuing
Operations, Net of Tax 179,648 137,351
Proft (Loss) Net of Tax 179,648 137,351
Other Comprehensive Income
Other Comprehensive Income, Net of Tax - -
Total Comprehensive Income $ 179,648 $ 137,351
The accompanying notes form an integral part of these fnancial statements
272
STATEMENT OF FINANCIAL POSITION
as at 31 December 2012
Note
2 0 1 2 2 0 1 1
$ $
ASSETS
Non-Current Assets
Property, Plant and Equipment, Total 7 102,740 42,693
Total Non-Current Assets 102,740 42,693
Current Assets
Income Tax Receivables, Current 659 -
Other Receivables, Current 8 62,265 34,302
Fixed Deposits 9 747,508 953,030
Cash and Bank Balances 9 843,661 754,214
Total Current Assets 1,654,093 1,741,546
Total Assets $ 1,756,833 $ 1,784,239
EQUITY AND LIABILITIES
Equity
Share Capital 10 200,000 200,000
Retained Earnings (Accumulated Losses) 1,252,714 1,073,066
Other Reserves, Total - -
Total Equity 1,452,714 1,273,066
Non-Current Liabilities
Deferred Tax Liabilities 11 6,413 6,645
Total Non-Current Liabilities 6,413 6,645
Current Liabilities
Income Tax Payable, Current - 534
Trade and Other Payables, Current 12 297,706 503,994
Total Current Liabilities 297,706 504,528
Total Liabilities 304,119 511,173
Total Equity and Liabilities $ 1,756,833 $ 1,784,239
STATEMENT OF CHANGES IN EQUITY
Total
Equity
Share
capital
Retained
Earnings
(Accumulated
Losses)
Note $ $ $
Opening Balance at 01/01/2012 1,273,066 200,000 1,073,066
Total Comprehensive
Income for the Period 179,648 - 179,648
Closing Balance at 31/12/2012 $ 1,452,714 $ 200,000 $ 1,252,714
Opening Balance at 01/01/2011 1,135,715 200,000 935,715
Total Comprehensive
Income for the Period 137,351 - 137,351
Closing Balance at 31/12/2011 $ 1,273,066 $ 200,000 $ 1,073,066
274
STATEMENT OF CASH FLOWS
Note
2 0 1 2 2 0 1 1
$ $
Cash Flows From Operating Activities
Proft (Loss) before Tax 178,882 128,103
Total Adjustments 32,974 26,987
Depreciation of Property,
Plant and Equipment 36,946 33,846
Interest Income (3,972) (6,859)
Operating Cash Flows before
Changes in Working Capital 211,856 155,090
Total Changes in Working Capital (225,388) 197,200
Decrease (Increase) in Other Receivables, Current (19,100) 354
Increase (Decrease) in Trade
and Other Payables, Current (206,288) 196,846
Cash Flows From (Used In) Operations (13,532) 352,290
Income Taxes Paid (659) (4,634)
Interest Received 8,509 15,226
Income Tax Received - 10,008
Net Cash Flows From (Used In)
Operating Activities (5,682) 372,890
Cash Flows From Investing Activities
Purchase of Property, Plant and Equipment (96,993) (13,705)
Investing Activities (96,993) (13,705)
Cash Flows From Financing Activities
Fixed Deposits - Pledged 206,884 (464)
Increase in Advances to Staff (13,400) -
Decrease in Amount Due to Holding Company - (85,241)
Financing Activities 193,484 (85,705)
Net Increase (Decrease) in Cash
and Cash Equivalents 90,809 273,480
Cash and Cash Equivalents,
Statement of Cash Flows, Beginning Balance 1,500,360 1,226,880
Cash and Cash Equivalents,
Statement of Cash Flows, Ending Balance 9 $ 1,591,169 $ 1,500,360
Co. Reg. No. 200200048D
NOTES TO THE FINANCIAL STATEMENTS 31 DECEMBER 2012
These notes form an integral part of and should be read in conjunction with the accompanying fnancial statements.
1. CORPORATE INFORMATION
Agrani Exchange House Private Limited is a limited liability company incorporated and domiciled in the Republic
of Singapore whose registered offce and principal place of business is located at 5A Lembu Road Singapore
208444.
The Company is a wholly-owned subsidiary of AGRANI BANK LIMITED, a fully state owned bank of Bangladesh,
which is also the Companys ultimate holding company.
The principal activities of the Company are to carry on the remittance business and to undertake and participate
in any or all transactions, activities and operations commonly carried on or undertaken by remittance and
exchange house.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The fnancial statements of the Company have been prepared in accordance with Singapore Financial Reporting
Standards (FRS) and the applicable requirements of the Singapore Companies Act.
The fnancial statements have been prepared on the historical cost basis except as disclosed in the accounting
policies below.
Functional currency
The management has determined the currency of the primary economic environment in which the Company
operates i.e. functional currency, to be the Singapore dollars. Revenue and major costs of providing services
including major operating expenses are primarily infuenced by fuctuations in Singapore dollars.
The fnancial statements are presented in Singapore dollars.
2.2 Changes in accounting policies
The accounting policies adopted are consistent with those of the previous fnancial year except in the current
fnancial year, the Company has adopted all the new and revised standards and Interpretations of FRS (INT
FRS) that are relevant to its operations and effective for annual periods beginning on or after 1 January 2012.
The adoption of these standards and interpretations did not have any effect on the fnancial performance or
position of the Company.
276
2.3 Standards issued but not yet effective
The Company has not adopted the following standards and interpretations that have been issued but are only
effective for annual fnancial periods beginning on or after the respective dates.
Effective 1 July 2012
Amendments to FRS 1 - Presentation of Items of Other Comprehensive Income
Effective 1 January 2013
Revised FRS 19 - Employee Benefts
FRS 113 - Fair Value Measurements
Amendments to FRS 107 - Disclosures Offsetting Financial Assets and
Financial Liabilities
Improvements to FRSs 2012:
Amendments to FRS 1 - Presentation of Financial Statements
Amendments to FRS 16 - Property, Plant and Equipment
Amendments to FRS 32 - Financial Instruments : Presentation
Effective 1 January 2014
Revised FRS 27 - Separate Financial Statements
Revised FRS 28 - Investments in Associates and Joint Ventures
FRS 110 - Consolidated Financial Statements
FRS 111 - Joint Arrangements
FRS 111 - Disclosure of Interests in Other Entities
Amendments to FRS 32 - Offsetting Financial Assets and Financial
Liabilities
Except for the Amendments to FRS 1 and FRS 112, the directors expect that the adoption of the other standards
and interpretations above will have no material impact on the fnancial statements in the period of initial
application. The nature of the impending changes in accounting policy on adoption of the Amendments to FRS
1 and FRS 112 is described below.
Amendments to FRS 1 Presentation of Items of Other Comprehensive Income
The Amendments to FRS 1 change the grouping of items presented in Other Comprehensive Income (OCI).
Items that could be reclassifed to proft or loss at a future point in time would be presented separately from
items which will never be reclassifed. As the Amendments only affect the presentations of items that are already
recognised in OCI, the Company does not expect any impact on its fnancial position or performance upon
adoption of this standard.
FRS 112 Disclosure of Interests in Other Entities
FRS 112 is a new and comprehensive standard on disclosure requirements for all forms of interests in other
entities, including joint arrangements, associates, special purpose vehicles and other off balance sheet vehicles.
FRS 112 requires an entity to disclose information that helps users of its fnancial statements to evaluate the
nature and risks associated with its interests in other entities and the effects of those interests on its fnancial
statements. The Company is currently determining the impact of the disclosure requirements. As this is a
disclosure standard, it will have no impact to the fnancial position and fnancial performance of the Company
when implemented in 2014.
2.4 Property, plant and equipment
All items of property, plant and equipment are initially recorded at cost. Subsequent to recognition, property,
plant and equipment are measured at cost less accumulated depreciation and any accumulated impairment
losses. The cost includes the cost of replacing part of the property, plant and equipment. The cost of an item of
property, plant and equipment is recognised as an asset if, and only if, it is probable that future economic benefts
associated with the item will fow to the Company and the cost of the item can be measured reliably.
Subsequent expenditure relating to property, plant and equipment that has already been recognised is added
to the carrying amount of the asset only when it is probable that future economic benefts associated with the
item will fow to the Company and the cost of the item can be measured reliably. Other subsequent expenditure
is recognised as repair and maintenance expense in the proft or loss during the fnancial year in which it is
incurred.
Depreciation is computed on the straight line method to write off the cost of property, plant and equipment over
the estimated useful lives. The estimated useful lives of property, plant and equipment are as follows:-
Furniture & fttings 3 years
Offce equipment 3 years
Renovation 3 years
Fully depreciated assets are retained in the accounts until they are no longer in use and no further charge for
depreciation is made in respect of these assets.
The carrying values of property, plant and equipment are reviewed for impairment when events or changes in
circumstances indicate that the carrying value may not be recoverable.
The residual value, useful life and depreciation method are reviewed at the end of each reporting year to ensure
that the amount, method and period of depreciation are consistent with previous estimates and the expected
pattern of consumption of the future economic benefts embodied in the items of property, plant and equipment.
An item of property, plant and equipment is derecognised upon disposal or when no future economic benefts are
expected from its use or disposal. Any gain or loss arising on de-recognition of the asset is included in the proft
or loss in the fnancial year the asset is derecognised.
2.5 Impairment of non-fnancial assets
The Company assesses at each reporting date whether there is an indication that an asset may be impaired.
If any such indication exists, or when an annual impairment assessment for an asset is required, the Company
makes an estimate of the assets recoverable amount.
An assets recoverable amount is the higher of an assets or cash-generating units fair value less costs to sell
and its value in use and is determined for an individual asset, unless the asset does not generate cash infows
that are largely independent of those from other assets or group of assets. Where the carrying amount of an
asset or cash-generating unit exceeds its recoverable amount, the asset is considered impaired and is written
down to its recoverable amount. In assessing value in use, the estimated future cash fows expected to be
generated by the asset are discounted to their present value using a pre-tax discount rate that refects current
market assessments of the time value of money and the risks specifc to the asset. In determining fair value
less costs to sell, recent market transactions are taken into account, if available. If no such transactions can be
identifed, an appropriate valuation model is used. These calculations are corroborated by valuation multiples or
other available fair value indicators.
Impairment losses are recognised in the proft or loss except for assets that are previously revalued where the
revaluation was taken to other comprehensive income. In this case, the impairment is also recognised in other
comprehensive income up to the amount of any previous revaluation.
An assessment is made at each reporting date as to whether there is any indication that previously recognised
impairment losses may no longer exist or may have decreased. If such indication exists, the Company estimates
the assets or cash-generating units recoverable amount. A previously recognised impairment loss is reversed
only if there has been a change in the estimates used to determine the assets recoverable amount since the
last impairment loss was recognised. If that is the case, the carrying amount of the asset is increased to its
recoverable amount. That increase cannot exceed the carrying amount that would have been determined, net of
depreciation, had no impairment loss been recognised previously. Such reversal is recognised in the proft or loss
unless the asset is measured at revalued amount, in which case the reversal is treated as a revaluation increase.
2.6 Financial assets
Financial assets are recognised on the statement of fnancial position when, and only when, the Company
becomes a party to the contractual provisions of the fnancial instrument. The Company determines the
classifcation of its fnancial assets at initial recognition.
Non-derivative fnancial assets with fxed or determinable payments that are not quoted in an active market are
classifed as loans and receivables. Such assets are initially recognised at fair value, plus directly attributable
transaction costs and subsequently carried at amortised cost using the effective interest method less impairment.
Gains and losses are recognised in the proft or loss when the loans and receivables are derecognised or
impaired, and through the amortisation process.
278
A fnancial asset is derecognised when the contractual right to receive cash fows from the asset has expired. On
derecognition of a fnancial asset in its entirety, the difference between the carrying amount and the sum of the
consideration received and any cumulative gain or loss that has been recognised directly in other comprehensive
income is recognised in the proft or loss.
The Company classifes the following fnancial assets as loans and receivables:
Cash and short term deposits
Other receivables
2.7 Impairment of fnancial assets
The Company assesses at the end of each reporting year whether there is any objective evidence that a fnancial
asset or group of fnancial assets is impaired and recognises an allowance for impairment when such evidence
exists.
If there is objective evidence that an impairment loss on loans and receivables carried at amortised cost has
been incurred, the amount of the loss is measured as the difference between the assets carrying amount and
the present value of estimated future cash fows discounted at the fnancial assets original effective interest
rate. If a loan has a variable interest rate, the discount rate for measuring any impairment loss is the current
effective interest rate. The carrying amount of the asset is reduced through the use of an allowance account. The
impairment loss is recognised in the proft or loss.
If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related
objectively to an event occurring after the impairment was recognised, the previously recognised impairment
loss is reversed to the extent that the carrying amount of the fnancial asset does not exceed its amortised cost
at the reversal date. The amount of reversal is recognised in the proft or loss.
Cash and cash equivalents comprise cash and bank balances and fxed deposits that are readily convertible to
known amounts of cash and which is subject to an insignifcant risk of changes in value.
2.9 Provisions
Provisions are recognised when the Company has a present obligation (legal or constructive) as a result of a
past event, it is probable that an outfow of resources embodying economic benefts will be required to settle the
obligation and the amount of the obligation can be estimated reliably.
Provisions are reviewed at the end of each reporting year and adjusted to refect the current best estimate. If it is
no longer probable that an outfow of economic resources will be required to settle the obligation, the provision is
reversed. If the effect of the time value of money is material, provisions are discounted using a current pre tax rate
that refects current market assessments of the time value of money and the risks specifc to the liability. When
discounting is used, the increase in the provision due to the passage of time is recognised as a fnance cost.
2.10 Financial liabilities
Financial liabilities are recognised on the statement of fnancial position when, and only when, the Company
becomes a party to the contractual provisions of the fnancial instrument. The Company determines the
classifcation of its fnancial liabilities at initial recognition.
All fnancial liabilities are recognised initially at fair value plus in the case of fnancial liabilities not at fair value
through proft or loss, directly attributable transaction costs.
Subsequent to initial recognition, derivatives are measured at fair value. Other fnancial liabilities (except for
fnancial guarantee) are measured at amortised cost using the effective interest method.
For fnancial liabilities other than derivatives, gains and losses are recognised in the proft or loss when the
liabilities are derecognised, and through the amortisation process. Any gains or losses arising from changes in
fair value of derivatives are recognised in the proft or loss. Net gains or losses on derivatives include exchange
differences.
A fnancial liability is derecognised when the obligation under the liability is discharged, cancelled or expired.
When an existing fnancial liability is replaced by another from the same lender on substantially different terms,
or the terms of an existing liability are substantially modifed, such an exchange or modifcation is treated as a
derecognition of the original liability and the recognition of a new liability, and the difference in the respective
carrying amounts is recognised in the proft or loss.
2.11 Employee benefts
Defned contribution plan
As required by law, the Company makes contributions to the Central Provident Fund (CPF) scheme in Singapore,
a defned contribution pension scheme. CPF contributions are recognised as compensation expenses in the
same period as the employment that gives rise to these contributions.
2.12 Leases
Operating leases
Leases where substantially all the risks and rewards incidental to ownership are retained by the lessors are
classifed as operating leases. Operating lease payments are recognised as an expense in the proft or loss on
a straight-line basis over the lease term.
The aggregate beneft of incentives provided by the lessor is recognised as a reduction of rental expense over
the lease term on a straight-line basis.
Revenue is recognised to the extent that it is probable that the economic benefts will fow to the Company and
the revenue can be reliably measured, regardless of when the payment is made. Revenue is measured at the
fair value consideration received or receivable, taking into account contractually defned terms of payment and
excluding taxes or duty. The following specifc recognition criteria must also be met before revenue is recognised:
Revenue from rendering of services is recognised upon completion and delivery of services to the customers.
Interest income is recognised using the effective interest method.
2.14 Income taxes
(i) Current tax
Current tax assets and liabilities for the current and prior periods are measured at the amount expected to
be recovered from or paid to the Income Tax Authorities. The tax rates and tax laws used to compute the
amount are those that are enacted or substantively enacted at the end of the reporting year.
Current taxes are recognised in the proft or loss except to the extent that the tax relates to items recognised
outside proft or loss, either in other comprehensive income or directly in equity. Management periodically
evaluates positions taken in the tax returns with respect to situations in which applicable tax regulations are
subject to interpretation and establishes provisions where appropriate.
(ii) Deferred tax
Deferred tax is provided, using the liability method, on all temporary differences at the end of the reporting
year between the tax bases of assets and liabilities and their carrying amounts for fnancial reporting
purposes.
Deferred tax assets are recognised for all deductible temporary differences, carry forward of unused tax
credits and unused tax losses, to the extent that it is probable that taxable proft will be available against
which the deductible temporary differences, and the carry forward of unused tax credits and unused tax
losses can be utilised.
The carrying amount of deferred tax asset is reviewed at the end of each reporting year and reduced to
the extent that it is no longer probable that suffcient taxable proft will be available to allow all or part of the
deferred tax asset to be utilised.
Unrecognised deferred tax assets are reassessed at the end of each reporting year and are recognised
to the extent that it has become probable that future taxable proft will allow the deferred tax asset to be
recovered.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the year when
the asset is realised or the liability is settled, based on tax rates and tax laws that have been enacted or
substantively enacted at the end of each reporting year.
Deferred tax relating to items recognised outside proft or loss is recognised outside proft or loss. Deferred
tax items are recognised in correlation to the underlying transaction either in other comprehensive income
or directly in equity.
280
Deferred tax assets and deferred tax liabilities are offset, if a legally enforceable right exists to set off current
tax assets against current tax liabilities and the deferred taxes relate to the same taxable entity and the
same taxation authority.
(iii) Sales tax
Revenues, expenses and assets are recognised net of the amount of sales tax except:
Where the sales tax incurred on a purchase of assets or services is not recoverable from the taxation
authority, in which case the sales tax is recognised as part of the cost of acquisition of the asset or as part
of the expense item as applicable; and
Receivables and payables that are stated with the amount of sales tax included.
The net amount of sales tax recoverable from, or payable to, the taxation authority is included as part of
receivables or payables in the statement of fnancial position.
Transactions in foreign currencies are measured and recorded in Singapore dollars on initial recognition at
exchange rates approximating those ruling at the dates of transactions. Monetary assets and liabilities
denominated in foreign currencies are translated at the rate of exchange ruling at the end of the reporting year.
Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the
exchange rates as at the dates of the initial transactions. Non-monetary items measured at fair value in foreign
currency are translated using the exchange rates at the date when the fair value was determined.
Exchange differences arising on the settlement of monetary items or on translating monetary items at the end of
the reporting year are recognised in the proft or loss.
2.16 Share capital
Proceeds from issuance of ordinary shares are recognised as share capital in equity. Incremental costs directly
attributable to the issuance of ordinary shares are deducted against share capital, net of any tax effects.
2.17 Signifcant accounting judgements and estimates
The preparation of the Companys fnancial statements requires management to make judgements, estimates
and assumptions that affect the reported amounts of revenues, expenses, assets and liabilities, and the disclosure
of contingent liabilities at the end of each reporting year. However, uncertainty about these assumptions and
estimates could result in outcomes that could require a material adjustment to the carrying amount of the asset
or liability affected in the future periods.
Key sources of estimation uncertainty
The key assumptions concerning the future and other key sources of estimation uncertainty at the end of each
reporting year, that have a signifcant risk of causing a material adjustment to the carrying amounts of assets and
liabilities within the next fnancial year are discussed below. The Company based its assumptions and estimates
on parameters available when the fnancial statements were prepared. Existing circumstances and assumptions
about future developments, however, may change due to market changes or circumstances arising beyond the
control of the Company. Such changes are refected in the assumptions when they occur.
Useful lives of property, plant and equipment
The cost of property, plant and equipment is depreciated on a straight-line basis over the property, plant and
equipment estimated useful lives. Management estimates the useful lives of these property, plant and equipment
to be 3 years. Changes in the expected level of usage and technological developments could impact the
economic useful lives of these assets, therefore, future depreciation charges could be revised. The carrying
amounts of the Companys property, plant and equipment at the end of the reporting year are disclosed in Note
7 to the fnancial statements.
Income taxes
Signifcant judgement is involved in determining the Companys provision for income taxes. There are certain
transactions and computations for which the ultimate tax determination is uncertain during the ordinary course of
business. The Company recognises liabilities for expected tax issues based on estimates of whether additional
taxes will be due. Where the fnal tax outcome of these matters is different from the amounts that were initially
recognised, such differences will impact the income tax and deferred tax provisions in the period in which such
determination is made. The carrying amounts of the Companys income tax payable (receivable) and deferred
tax liabilities at 31 December 2012 were $(659) (2011 - $534) and $6,413 (2011 - $6,645) respectively.
3. OTHER INCOME
2 0 1 2 2 0 1 1
$ $
SME cash grant 5,000 5,000
Other interest income 3,972 6,859
Miscellaneous income 22,606 15,515
$ 31,578 $ 27,374
4. EMPLOYEE BENEFITS EXPENSE
2 0 1 2 2 0 1 1
$ $
Salaries, wages and
other related costs 408,958 258,854
Employers contributions to
Central Provident Fund 4,699 4,976
$ 413,657 $ 263,830
The above includes remuneration of key management personnel as shown in Note 14 to the fnancial statements.
5. OTHER EXPENSES
The following items have been included in arriving at other expenses:
2 0 1 2 2 0 1 1
$ $
General expenses 9,124 6,533
Insurance 12,969 10,301
Rental expense 188,430 164,800
Rental of software 48,424 36,350
Security service 22,833 18,782
Telecommunication 19,986 21,971
Transportation 15,064 11,422
Utilities 22,600 21,074
6. INCOME TAX EXPENSE
2 0 1 2 2 0 1 1
$ $
Based on the results for the year
Current tax - 534
Deferred tax (Note 11) (232) (3,006)
(232) (2,472)
Underprovision (Overprovision)
in respect of prior years
Current tax (534) (9,350)
Deferred tax (Note 11) - 2,574
$ (766) $ (9,248)
282
6. INCOME TAX EXPENSE (Contd)
The reconciliation between the tax beneft and the product of accounting proft multiplied by the applicable
corporate tax rate for the years ended 31 December 2012 and 2011 is as follows:
2 0 1 2 2 0 1 1
$ $
Proft before income tax $ 178,882 $ 128,103
Tax expense calculated at
tax rate of 17% (2011 - 17%) 30,410 21,778
Expenses not deductible
for tax purposes 1,788 695
Income not subject to tax (850) (850)
Productivity and innovation credit (33,748) (22,711)
Singapore statutory stepped
income exemption - (1,384)
Tax loss carry back to previous year 2,168 -
Underprovision (Overprovision)
in respect of prior years
Current tax (534) (9,350)
Deferred tax - 2,574
$ (766) $ (9,248)
The Company has unutilised capital allowances carry forward available for offsetting against future taxable
income as follows:
2 0 1 2 2 0 1 1
$ $
Amount at beginning of year - -
Amount in current year 26,184 -
Amount at end of year $ 26,184 $ -
Deferred tax beneft set
off against deferred
tax liabilities (Note 11) $ 4,451 $ -
7. PROPERTY, PLANT AND EQUIPMENT, TOTAL
2012
Furniture Offce
Renovation Total
& fttings equipment
$ $ $ $
Cost:
At 1.1.2012 29,524 124,711 65,060 219,295
Additions 10,443 38,500 48,050 96,993
At 31.12.2012 39,967 163,211 113,110 316,288
Accumulated depreciation:
At 1.1.2012 21,854 100,474 54,274 176,602
Depreciation
for the year 5,347 20,885 10,714 36,946
At 31.12.2012 27,201 121,359 64,988 213,548
Net book value:
At 31.12.2012 $ 12,766 $ 41,852 $ 48,122 $ 102,740
2011
Furniture Offce
Renovation Total
& fttings equipment
$ $ $ $
Cost:
At 1.1.2011 28,270 112,260 65,060 205,590
Additions 1,254 12,451 - 13,705
At 31.12.2011 29,524 124,711 65,060 219,295
Accumulated
depreciation:
At 1.1.2011 17,118 80,342 45,296 142,756
Depreciation
for the year 4,736 20,132 8,978 33,846
At 31.12.2011 21,854 100,474 54,274 176,602
Net book value:
At 31.12.2011 $ 7,670 $ 24,237 $ 10,786 $ 42,693
8. OTHER RECEIVABLES, CURRENT
2 0 1 2 2 0 1 1
$ $
Interest receivables 1,555 6,092
Security deposits 40,960 22,960
Advances for staff housing deposits 13,400 -
Prepayments 6,350 5,250
$ 62,265 $ 34,302
9. CASH AND CASH EQUIVALENTS
Cash and cash equivalents included in the statement of cash fows comprise the following amounts:
2 0 1 2 2 0 1 1
$ $
Fixed deposits 747,508 953,030
Cash balance 206,096 418,488
Bank balances 637,565 335,726
843,661 754,214
1,591,169 1,707,244
Less: Fixed deposits pledged - (206,884)
Cash and cash equivalents $ 1,591,169 $ 1,500,360
The cash and bank balances include an amount of $195,761 (2011 - $416,448) (Note 12) received from
customers for outward remittance at the end of the reporting year. The amount was subsequently remitted on 3
January 2013 (2011 3 January 2012).
The fxed deposits placed with banks mature between 5 9 months (2011- 2 9 months) from the end of the
reporting year and bear interest at 0.48% to 0.50% (2011 0.25% to 0.76%) per annum.
Certain fxed deposits in the previous year were pledged to the bank as collateral for a bankers guarantee
facility of $200,000.
284
10. SHARE CAPITAL
2 0 1 2 2 0 1 1
$ $
Issued and fully paid
200,000 (2011 200,000) ordinary shares $ 200,000 $ 200,000
The holder of ordinary shares is entitled to receive dividends as and when declared by the Company. All
ordinary shares of no par value carry one vote per share without restriction.
11. DEFERRED TAX LIABILITIES
2 0 1 2 2 0 1 1
$ $
Deferred tax liabilities $ 6,413 $ 6,645
The movements in deferred tax liabilities during the year are as follows:
Accelerated Recognised
Total Particulars Tax Tax
Depreciation Benefts
$ $ $
Balance at 1.1.2011 7,077 - 7,077
Charged (Credited) to proft
or loss 2011
- Current year (Note 6) (3,006) - (3,006)
- Underprovision in respect
of prior year (Note 6) 2,574 - 2,574
Balance at 31.12.2011 6,645 - 6,645
Charged (Credited) to proft
or loss 2012
- Current year (Note 6) 4,219 (4,451) (232)
Balance at 31.12.2012 $ 10,864 $ (4,451) $ 6,413
12. TRADE AND OTHER PAYABLES, CURRENT
2 0 1 2 2 0 1 1
$ $
Accruals 69,945 7,478
Funds received from
customers (Note 9) 195,761 416,448
Advanced deposit 32,000 80,068
$ 297,706 $ 503,994
13. OPERATING LEASE COMMITMENTS
At the end of the reporting year, the Company was committed to making the following payments in respect of
rental commitments under non-cancellable operating leases:
2 0 1 2 2 0 1 1
$ $
Leases which expire:
Within one year 102,000 60,000
Later than one year but within fve years 132,000 30,000
$ 234,000 $ 90,000
14. RELATED PARTY TRANSACTIONS
An entity or individual is considered a related party for the purpose of these fnancial statements if it has the
ability (directly or indirectly) to control or exercise signifcant infuence over the operating and fnancial decisions
of the Company or vice versa, or where it is subject to common control or common signifcant infuence.
The Company does not have any signifcant related party transaction during the year.
Compensation of key management personnel
2 0 1 2 2 0 1 1
$ $
Directors
Salaries, fees and
other related costs $ 98,789 $ 85,567
Other than the directors, there are no other key management personnel.
15. FINANCIAL INSTRUMENTS
The Companys fnancial instruments comprise fnancial assets and liabilities. Financial assets and liabilities
mainly relate to receivables and payables which arise directly from its operations.
Financial risk management objectives and policies
The main purpose for holding or issuing fnancial instruments is to raise and manage the fnances for the
Companys operating, investing and fnancing activities. There is exposure to the fnancial risks on the fnancial
instruments such as credit risk, liquidity risk, market risk comprising interest rate risk, foreign currency risk
and other price risk exposures. The management has certain practices for the management of fnancial risks.
However, these are not documented in formal written documents. The following guidelines are followed: All
fnancial risk management activities are carried out and monitored by senior management staff. All fnancial risk
management activities are carried out following good market practices.
The Company does not hold or issue derivative fnancial instruments for trading purposes or to hedge against
fuctuations in interest and foreign exchange rates.
The following sections provide details regarding the Companys exposure to the above-mentioned fnancial risks
and the objectives, policies and processes for the management of these risks.
Credit risk
Credit risk is the risk of loss that may arise on outstanding fnancial instruments should a counterparty default on
its obligations. The Companys exposure to credit risk arises primarily from other receivables. For other fnancial
assets (including cash and cash equivalents), the Company minimises credit risk by dealing exclusively with high
credit rating counterparties.
The Company has no signifcant concentration of credit risk. The Company has policies in place to ensure that
transactions are entered into only with counterparties that are of acceptable credit quality. In addition, receivable
balances are monitored on an ongoing basis with the result that the Companys exposure to bad debts is not
signifcant.
The maximum exposure to credit risk is represented by the net carrying amount of fnancial assets recorded in
the fnancial statements.
Cash and fxed deposits that are neither past due nor impaired are placed with or entered into with reputable
fnancial institutions or companies with high credit ratings and no history of default.
Liquidity risk
Liquidity risk is the risk that the Company will encounter diffculty in meeting fnancial obligations due to shortage
of funds. The Companys exposure to liquidity risk arises primarily from mismatches of the maturities of fnancial
assets and liabilities.
286
The Company ensures that there are adequate funds available to meet all its operational requirements.
As at the end of the reporting year, the expected contractual undiscounted cash outfows of fnancial liabilities
are due in less than a year.
Interest rate risk
Interest rate risk is the risk that the fair value or future cash fows of the Companys fnancial instruments will
fuctuate because of changes in market interest rates. The Company has no exposure to interest rate risks as
interest arising primarily from fxed deposits placed with the fnancial institution as disclosed in Note 9 to the
fnancial statements is fxed and does not fuctuate with changes in market interest rates.
Foreign currency risk
The Companys operational activities are carried out in Singapore dollars which is its functional currency. All
transactions are paid mainly in local currency. Exposure to any risk arising from movements in foreign currencies
exchange rates is minimal.
Equity price risk
The Company has no exposure to equity price risk.
Capital risk management
The Companys objectives when managing capital are to safeguard the Companys ability to continue as a
going concern in order to provide returns for shareholders and benefts for other stakeholders and to maintain
an optimal capital structure to reduce the cost of capital.
In order to maintain or adjust the capital structure, the Company may adjust the amount of dividends paid to
shareholders, return capital to shareholders, issue new shares or sell assets to reduce debt.
The total capital of the Company as at the end of the reporting year is the Total equity as presented on the
statement of fnancial position.
The Company is not subject to any externally imposed capital requirements.
16. FAIR VALUE OF FINANCIAL INSTRUMENTS
The fair value of a fnancial instrument is the amount at which the instrument could be exchanged or settled
between knowledgeable and willing parties in an arms length transaction, other than in a forced or liquidation
sale.
Financial instruments whose carrying amounts approximate fair values
Management has determined that the carrying amounts of cash and bank balances, fxed deposits, current other
receivables, and current trade and other payables, based on their notional amounts, reasonably approximate
their fair values because these are mostly short term in nature.
17. AUTHORISATION OF FINANCIAL STATEMENTS
The fnancial statements for the year ended 31 December 2012 were authorised for issue in accordance with a
resolution of the directors on 19 March 2013.
THE ACCOMPANYING FINANCIAL STATEMENTS
HAVE BEEN PREPARED FOR
MANAGEMENT PURPOSES ONLY
AND DO NOT FORM PART
OF THE AUDITED STATUTORY FINANCIAL STATEMENTS
APPENDIX
SUPPLEMENTARY INCOME STATEMENT A
STATEMENT OF REMITTANCE TRANSACTIONS B
288
APPENDIX A
SUPPLEMENTARY INCOME STATEMENT
2 0 1 2 2 0 1 1
$ $
REVENUE 1,050,390 743,579
Add:
OTHER INCOME
SME cash grant 5,000 5,000
Interest income 3,972 6,859
Miscellaneous income 22,606 15,515
31,578 27,374
1,081,968 770,953
Less:
EXPENSES

Accounting fee 4,200 3,800
Advertisement 3,700 904
Auditors remuneration 4,000 3,600
Bank charges 48,903 3,372
Business development 5,012 -
Casual labour 32,764 33,075
CPF 4,699 4,976
Depreciation 36,946 33,846
Directors fee 4,000 4,000
General expenses 9,124 6,533
Insurance 12,969 10,301
Licence fee 5,250 5,250
Medical expenses 11,361 6,135
Newspaper & periodicals 256 391
Postage & courier 2,548 1,980
Professional & legal fee 2,200 5,173
Rental expense 188,430 164,800
Repair and maintenance 3,778 4,878
BALANCE BROUGHT FORWARD 404,266 310,831
BALANCE CARRIED FORWARD 404,266 310,831
Rental of software 48,424 36,350
Salaries and bonuses 356,055 211,340
Secretarial fee 3,530 4,816
Security service 22,833 18,782
Staff welfare 4,778 4,304
Telecommunication 19,986 21,971
Transportation 15,064 11,422
Travelling 5,550 1,960
Utilities 22,600 21,074
903,086 642,850
PROFIT BEFORE INCOME TAX $ 178,882 $ 128,103
The above statement does not form part of the
audited statutory fnancial statements of the Company
APPENDIX B
STATEMENT OF REMITTANCE TRANSACTIONS
2 0 1 2 2 0 1 1
$ $
Total volume of outward remittances
$ 154,497,666 $ 113,279,160
Number of remittance transactions for the year
209,784 152,397
The above statement does not form part of the
audited statutory fnancial statements of the Company
290
AGRANI REMITTANCE HOUSE SDN. BHD.
Company No. 706823-M
(Incorporated in Malaysia)
REPORTS & FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2012
AHAMAD NAINA MYDIN & ASSOCIATES (AF:0938)
(Member Firm of Malaysian Institute of Accountants)
Lot 1, First Floor
14 Jalan Kemuja
Bangsar Utama
59000 Kuala Lumpur
Company No. 706823-M (Incorporated in Malaysia)
CORPORATE INFORMATION
BOARD OF DIRECTORS : DR. KHONDOKER BAZLUL HOQUE
SYED ABDUL HAMID
MOHAMMAD SHAMS-UL-ISLAM
MANTU KUMAR BISWAS
SAID ABU HASSAN BIN SAID ABUL FAZAL
MD. WALI ULLAH
COMPANY SECRETARIES : NIK HISHAM BIN NIK ABD HALIM
(BC/N/290)
: FAKIHAH BINTI AZAHARI
(BC/F/078)
REGISTERED OFFICE : SUITE 13.01, 13TH FLOOR
TOWER BLOCK PLAZA PEKELILING
JALAN TUN RAZAK
50400 KUALA LUMPUR.
PRINCIPAL PLACE OF BUSINESS : 14-16, JALAN HANG KASTURI
50050 KUALA LUMPUR.
AUDITORS : AHAMAD NAINA MYDIN & ASSOCIATES
AF: 0938
CHARTERED ACCOUNTANTS
PRINCIPAL BANKERS : MALAYAN BANKING BERHAD
RHB BANK BERHAD
292
DIRECTORS REPORT
The directors hereby submit their report together with the audited fnancial statements of the Company for the fnancial
year ended 31 December 2012.
PRINCIPAL ACTIVITY
The principal activity of the company during the fnancial year is that of providing remittance services from Malaysia to
Bangladesh. There has been no signifcant change in this principal activity during the fnancial year.
FINANCIAL RESULTS
RM
Proft for the year before taxation 22,128
Taxation (10,037)
Net proft for the year after taxation 12,091
DIVIDENDS
No amount has been paid or declared or recommended to be paid by way of dividend during the fnancial year.
DIRECTORS
The directors who held offce during the year since the date of the last report are:-
DR. KHONDOKER BAZLUL HOQUE Chairman
SYED ABDUL HAMID
MANTU KUMAR BISWAS
SAID ABU HASSAN BIN SAID ABUL FAZAL
MD. ABUL BASHAR (Resigned w.e.f. 13.05.2012)
MD. WALI ULLAH Chief Executive Offcer (Appointed w.e.f. 13.12.2012)
DIRECTORS BENEFITS
During and at the end of the fnancial year, no arrangements subsisted to which the Company is a party, with the object
or objects of enabling the directors of the Company to acquire benefts by means of acquisition of shares or debentures
of, the Company or any other body corporate.
No director has since the end of the previous fnancial year, received or become entitled to receive any beneft (other
than a beneft included in the aggregate amount of emoluments received or due and receivable by directors shown in
the fnancial statements or the fxed salary of a full-time employee of the Company) by reason of a contract made by the
Company or a related corporation with the director or with a frm of which the director is a member, or with a company in
which the director has a substantial fnancial interest.
DIRECTORS INTERESTS
According to the register of directors shareholdings, none of directors in offce at the end of the fnancial year held any
share in the Company during the fnancial year ended 31 December 2012.
RESERVES AND PROVISIONS
There were no material transfers to and from reserves or provisions during the year.
ISSUE OF SHARES AND DEBENTURES
The Company has not issued any shares or debentures during the fnancial year.
BAD AND DOUBTFUL DEBTS
Before the income statement and the balance sheet were made out, the directors took reasonable steps to ascertain
that action has been taken in relation to the writing off of bad debts and the making of allowance for doubtful debts, and
had satisfed themselves that all known bad debts have been written off and that adequate allowance has been made
for doubtful debts.
At the date of this report, the directors are not aware of any circumstances, which would render the amount written off
for bad debts or the amount of the allowance for doubtful debts in the fnancial statements of the company inadequate to
any substantial extent.
CURRENT ASSETS
Before the income statement and balance sheet of the company were made out, the directors took reasonable steps to
ensure that any current assets, other than debts, which were unlikely to realise in the ordinary course of business their
values as shown in the accounting records of the company have been written down to an amount which they might be
expected to realise.
At the date of this report, the directors are not aware of any circumstances, which would render the values attributed to
the current assets in the fnancial statements of the company misleading.
VALUATION METHODS
At the date of this report, the directors are not aware of any circumstances which have arisen which render adherence to
the existing method of valuation of assets or liabilities of the Company misleading or inappropriate.
CONTINGENT AND OTHER LIABILITIES
At the date of this report, there does not exist :
i) any charge on the assets of the company which has arisen since the end of the fnancial year which secures the
liabilities of any other person ; or
ii) any contingent liability which has arisen since the end of the fnancial year.
No contingent or other liability has become enforceable, or is likely to become enforceable within the period of twelve
months after the end of the fnancial year which, in the opinion of the directors, will or may effect the ability of the company
to meet its obligations as and when they fall due.
CHANGE OF CIRCUMSTANCES
At the date of this report, the directors are not aware of any circumstances, not otherwise dealt with in this report or the
fnancial statements which would render any amount stated in the fnancial statements misleading.
ITEMS OF AN UNUSUAL NATURE
The results of the operations of the Company for the year ended 31 December 2012 were not, in the opinion of the
directors, substantially affected by any item, transaction or event of a material and unusual nature.
EVENTS SUBSEQUENT TO BALANCE SHEET DATE
There has not arisen in the interval between the end of the fnancial year and the date of this report any item, transaction
or event of a material and usual nature likely, in the opinion of the directors, to affect substantially the results of the
operations of the Company for the fnancial year in which this report is made.
OPTIONS
No option has been granted during the year ended covered by the income statement to take up unissued shares of the
Company.
294
AUDITORS
The retiring auditors, MESSRS. AHAMAD NAINA MYDIN & ASSOCIATES, have indicated their willingness to be re-
appointed in accordance with Section 172(2) of the Companies Act, 1965.
SIGNED ON BEHALF OF THE BOARD OF DIRECTORS IN ACCORDANCE WITH A RESOLUTION OF THE
DIRECTORS
___________________________
DR. KHONDOKER BAZLUL HOQUE
Chairman/Director
________________________________
SYED ABDUL HAMID
Director
________________________________
Director
________________________________
MANTU KUMAR BISWAS
Director
________________________________
SAID ABU HASSAN
BIN SAID ABUL FAZAL
Director
________________________________
MD. WALI ULLAH
Director
Kuala Lumpur
Dated: 15 MAR 2013
STATEMENT BY DIRECTORS
We, MD. WALI ULLAH and MANTU KUMAR BISWAS, being two of the directors of AGRANI REMITTANCE HOUSE
SDN. BHD., do hereby state that in the opinion of the directors, the accompanying balance sheet and related statements
of income, changes in equity and cash fow are drawn up in accordance with the MASB Financial Reporting Standards
and the provisions of the Companies Act, 1965 in Malaysia so as to give a true and fair view of the fnancial position of the
Company as at 31 December 2012 and of the results and cash fows of the Company for the fnancial year then ended.
_______________________________
MD. WALI ULLAH
Director
_________________________
MANTU KUMAR BISWAS
Director
Kuala Lumpur
Dated: 15 MAR 2013
296
STATUTORY DECLARATION
I, MD. WALI ULLAH, being the director primarily responsible for the fnancial management of AGRANI REMITTANCE
HOUSE SDN. BHD.,do solemnly and sincerely declare that the fnancial statements are, to the best of my knowledge
and belief, correct, and I make this solemn declaration conscientiously believing the same to be true, and by virtue of the
provisions of the Statutory Declarations Act, 1960.
_______________________________
MD. WALI ULLAH
Director
Subscribed and solemnly declared by the above named at Kuala Lumpur in the State of Federal Territory on 15 MAR
2013
Before me,
..
Commissioner for Oaths
INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF
Report on the fnancial statement
We have audited the fnancial statements of AGRANI REMITTANCE HOUSE SDN. BHD. which comprise the balance
sheet as at 31 December 2012 and the income statement, statement of changes in equity and cash fow statement for
the year then ended, and a summary of signifcant accounting policies and other explanatory notes.
Directors responsibility for the fnancial statements
The directors of the company are responsible for the preparation and fair presentation of these fnancial statements in
accordance with the MASB Financial Reporting Standards and the Companies Act, 1965 in Malaysia. This responsibility
includes: designing, implementing and maintaining internal control relevant to the preparation and fair presentation of
fnancial statements that are free from material misstatement, whether due to fraud or error; selecting and applying
appropriate accounting estimates that are reasonable in the circumstances.
in accordance with approved standards on auditing in Malaysia. Those standards require that we comply with ethical
requirements and plan and perform the audit to obtain reasonable assurance whether the fnancial statements are free
from material misstatement.
statements. The procedures selected depend on our judgment, including the assessment of risks of material misstatement
of the fnancial statements, whether due to fraud or error. In making those risks assessments, we consider internal control
relevant to the Companys preparation and fair presentation of the fnancial statements in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of
the Companys internal control. An audit also includes evaluating the appropriateness of accounting policies used the
reasonableness of accounting estimates made by the Directors, as well as evaluating the overall presentation of the
fnancial statements.
We believe that audit evidence we have obtained is suffcient and appropriate to provide a basis for our audit opinion.
INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF
Opinion
In our opinion, the fnancial statements have been properly drawn up in accordance with the MASB Financial Reporting
Standards and the Companies Act, 1965 in Malaysia so as to give a true and fair view of the fnancial position of the
company as at 31 December 2012 and of its fnancial performance and cash fows for the year then ended.
Report on the other legal and regulatory requirements
In accordance with the requirements of the Companys Act, 1965 in Malaysia, we also report that in our opinion, the
accounting and other records and the registers required by the Act to be kept by the Company have been properly kept
in accordance with the provisions of the Act.
Other matters
This report is made solely to the members of the Company, as a body, in accordance with Section 174 of the Companys
Act, 1965 in Malaysia and for no other purpose. We do not assume responsibility to any other person for the content of
this report.

AHAMAD NAINA MYDIN & ASSOCIATES AHAMAD NAINA BIN MOHAMED MYDIN
[NO. AF: 0938] [Approval No. 1468/12/14(J)]
Kuala Lumpur
Dated: 15 March 2013
298
Agrani Remittance House SDN. BHD.
Balance Sheet
Notes
2012
RM
2011
RM
Assets
Non-current Assets 3 81,024 69,991
Property, plant and equipment 81,024 69,991
Current Assets 4,875,289 3,243,319
Other receivable and deposits 15,070 16,770
Tax recoverable 78,264 70,701
Fixed deposit placed with licensed bank 2,000,000 2,000,000
Cash and bank balances 4 2,781,955 1,155,848
Total Assets 4,956,313 3,313,310
EQUITY AND LIABILITIES
Equity and liabilities attributable to equity holders of the
company
Shareholders Equity 1,821,546 1,809,455
Share Capital 5 1,000,000 1,000,000
Retained Earnings 821,546 809,455
Current Liabilities 3,134,767 1,503,855
Trade Payables 2,202,882 859,233
Other Payables and Accurals 4,000 4,820
Amount due to Holding Company 6 927,885 639,802
Total Equity and Liabilities
4,956,313 3,313,310
The accompanying notes form an integral part of thses fnancial statements.
Income Statement
Notes
2012
RM
2011
RM
Revenue 7 943,759 583,875
Gross Proft 943,759 583,875
Add: Other Income 35,250 59,942
Less: Operational Expenditure
Administrative Expenses (868,855) (566,593)
Distributive Expenses (20,235) (10,506)
Other operating Expenses (62,842) (50,863)
(951,932) (627,962)
Proft from operation 8 27,077 15,855
Finance Expenses (4,949) (4,211)
Proft before Taxation 22,128 11,644
Taxation 10 (10,037) (7,304)
Net Proft for the year after taxation 12,091 4,340
300
Share Capital
RM
Accumulated
Proft
RM
Total
RM
As at 01.01.2011 500,000 805,115 1,305,115
Issued during the year 500,000 - 500,000
Net Proft for the year after taxation - 4,340 4,340
As at 31.12.2011 1,000,000 809,455 1,809,455
As at 01.01.2012 1,000,000 809,455 1,809,455
Net Proft for the year after taxation - 12,091 12,091
As at 31.12.2012 1,000,000 821,546 1,821,546
Cash Flow Statement
2012
RM
2011
RM
Cash fows from operating activities
Proft before taxation 22,128 11,644
Adjustments for:
Depreciation of property, plant and equipment 29,282 24,380
Operating loss before working capital changes 51,410 36,024
Changes in Working Capital
Receivables 1,700 (4,770)
Payables 1,342,829 588,571
1,344,529 583,801
Cash generated from operations 1,395,939 619,825
Tax paid (17,600) (31,824)
Net cash generated from operating activities 1,378,339 588,001
Cash fows from investing activities
Purchase of properties, plant & equipment (40,315) (42,289)
Proceeds from issue of share capital - 500,000
Net cash from investing activities (40,315) 457,711
Cash fows from fnancing activities
Advance by/repayment to holding company 288,083 (243,282)
Net cash from fnancing activities 288,083 (243,282)
Net increase in cash and cash equivalents 1,626,107 802,430
Cash and cash equivalents at the beginning of the year 3,155,848 2,353,418
Cash and cash equivalents at the end of the year 4,781,955 3,155,848
Cash and Cash equivalent comprise of:
Cash in hand 2,257 7
Cash at bank 2,779,698 1,155,841
Fixed Deposit 2,000,000 2,000,000
4,781,955 3,155,848
302
NOTES TO THE FINANCIAL STATEMENTS
1. GENERAL INFORMATION
The principal activity of the company during the fnancial year is that of providing remittance services from
Malaysia to Bangladesh. There has been no signifcant change in this principal activity during the fnancial year.
The company is a private limited liability Company, incorporated and domiciled in Malaysia. The registered offce
of the Company is located at Suite 13.01, 13th Floor, Tower Block Plaza Pekeliling, Jalan Tun Razak, 50400
Kuala Lumpur,
The number of employees in the Company at the end of the fnancial year were 4 (2011:4)
The fnancial statements were authorised for issue by the Board of Directors in accordance with a resolution of
the directors on 15 March 2013.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The fnancial statements of the Company have been prepared under the historical cost convention,
unless otherwise stated in the individual accounting policies set out below and comply with the
provisions of the Companies Act, 1965 and the Financial Reporting Standards issued by Malaysian
Accounting Standards Board (MASB).
The preparation of fnancial statements in conformity with the applicable FRS in Malaysia requires
the use of certain accounting estimates and assumptions that affect the reported amounts of assets
and liabilities and disclosure of contingent assets and liabilities at the date of the fnancial year. It also
requires the directors to exercise their judgements in the progress of applying the Company accounting
policies. Although these estimates and judgements are based on the directors best knowledge of
current events and actions, actual results may differ.
2.2 Signifcant Accounting Policies
(a) Property, plant and equipment and depreciation
All property, plant and equipment were initially stated at cost. Properties which have been
subsequently revalued, are stated at valuation less accumulated depreciation and impairment
loss, if any. All other property, plant and equipment are stated at historical cost less accumulated
depreciation and impairment loss, if any. The policy for the recognition and measurement of
impairment losses is in accordance with Note 2.2(e).
Cost includes expenditure that is directly attributable to the acquisition of the asset. When
signifcant parts of an item of property, plant and equipment have different useful lives, they are
accounted for as separate items of property, plant and equipment.
The cost of replacing part of an item of property, plant and equipment is included in the assets
carrying amount or recognised as a separate asset, as appropriate, only when it is probable that
the future economic benefts associated with the part will fow to the Company and its cost can be
measured reliably. The carrying amount of the replaced part is derecognised. All other repairs and
maintenance are charged to the income statement as incurred.
Depreciation is charged on a straight line basis so as to write off the costs of the assets to their
residual values over the term of their estimated useful lives. The annual rates used for this purpose
are as follows:-
Furniture and fttings 20%
Offce equipment 20%
Renovation 20%
Computer 20%
Electrical material 20%
The residual values, useful lives and depreciation method are reviewed, and adjusted if appropriate,
at each balance sheet date.
Fully depreciated assets are retained in the accounts until the assets are no longer in use.
An item of property, plant and equipment is derecognised upon disposal or when no future
economic benefts are expected from its use or disposal. Any gain or loss arising on derecognition
of the asset is included in the income statement in the year the asset is derecognised.
(b) Receivables
Receivables are carried at anticipated realisable values. Bad debts are written off when identifed.
An estimate is made for doubtful debts based on review of all outstanding amounts as at the
balance sheet date.
(c) Payables
Payables are stated at cost, which is the fair value of the consideration to be paid in the future for
goods and services received.
(d) Taxation
The tax expense in the income statement represents the aggregate amount of current tax and deferred
tax. Current tax is the expected amount of income taxes payable in respect of the taxable proft for the
year and is measured using the tax rates that have been enacted at the balance sheet date.
Deferred tax is provided for, using the liability method, on temporary differences at the balance
sheet date arising between the tax bases of assets and liabilities and their carrying amounts in the
fnancial statements. In principle, deferred tax liabilities are recognised for all taxable temporary
differences and deferred tax assets are recognised for all deductible temporary differences,
unused tax losses and unused tax credits to the extent that it is probable that taxable proft will
be available against which the deductible temporary differences, unused tax losses and unused
tax credits can be utilised. Deferred tax is not accounted for if it arises from initial recognition
on an asset or liability in a transaction other than a business combination that at the time of the
transaction affects neither accounting nor taxable proft or loss.
Deferred tax is measured at the tax rates that are expected to apply in the period when the asset
is realised or the liability is settled, based on tax rates that have been enacted or substantively
enacted at the balance sheet date. Deferred tax is recognised in the income statement, except
when it arises from a transaction which is recognised directly in equity, in which case the deferred
tax is also charged or credited directly in equity, or when it arises from a business combination that
is an acquisition, in which case the deferred tax is included in the resulting goodwill or the amount
of any excess of the acquirees interest in the net fair value of the acquirees identifable assets,
liabilities and contingent liabilities over the cost of the combination.
(e) Impairment of assets
The carrying amounts of assets other than inventories, assets and non-current assets held for
sale, are reviewed at each balance sheet date to determine whether there is any indication of
impairment.
If any such indication exists, the assets recoverable amount is estimated to determine the amount
of impairment loss. For goodwill and intangible assets that have indefnite useful lives or that are
not yet available for use, the recoverable amount is estimated at each reporting date.
An impairment loss is recognised if the carrying amount of an asset or its cash generating unit
exceeds its recoverable amount unless the asset is carried at a revalued amount, in which case the
impairment loss is recognised directly against any revaluation surplus for the asset to the extent
that the impairment loss does not exceed the amount in the revaluation surplus for that same
asset. A cash-generating unit is the smallest identifable asset group that generates cash fows
that largely are independent from other assets and groups. Impairment losses are recognised
in the income statement. Impairment losses recognised in respect of cash-generating units are
allocated frst to reduce the carrying amount of any goodwill allocated to the units and then to
reduce the carrying amount of the other assets in the unit on a prorata basis.
The recoverable amount of an asset or cash-generating unit is the greater of its value in use
and its fair value less costs to sell. In assessing value in use, the estimated future cash fows
are discounted to their present value using a pre-tax discount rate that refects current market
assessments of the time value of money and the risks specifc to the asset.
An impairment loss in respect of goodwill is not reversed. In respect of other assets, impairment
losses recognised in prior periods are assessed at each reporting date for any indications that the
loss has decreased or no longer exists. An impairment loss is reversed if there has been a change
in the estimates used to determine the recoverable amount. An impairment loss is reversed only to
the extent that the assets carrying amount does not exceed the carrying amount that would have
been determined, net of depreciation or amortisation, if no impairment loss had been recognised.
304
Reversals of impairment losses are credited to the income statement in the year in which the
reversals are recognised, unless it reverses an impairment loss on a revalued asset, in which
case it is credited directly to revaluation surplus. Where an impairment loss on the same revalued
asset was previously recognised in the income statement, a reversal of that impairment loss is
also recognised in the income statement.
(f) Employee Benefts
(i) Short term employee benefts
Wages, salaries, allowances, social security contribution, bonuses and non-monetary benefts
are recognised as an expense in the year in which the associated services are rendered by
the employees.Short term accumulating compensated absences such as paid annual leave
are recognised when services are rendered by employees that increase their entitlement
to future compensated absences, and short term non-accumulating compensated absences
such as sick leave are recognised when the absences occur.
(ii) Post-employment benefts
The Company contributes to the Employees Provident Fund, the national defned contribution
plan. The contributions are charged to the income statement in the period to which they
are related. Once the contributions have been paid, the Company has no further payment
obligations.
(g) Cash and Cash Equivalents
Cash and cash equivalents for the purpose of cash fow statement comprise cash in hand and
bank balances.
3. Property, Plant and Equipment
Cost
As at
01.01.2012
Additions Disposal
As at
31.12.2012
Renovation 27,550 - - 27,550
Furniture and Fittings 60,799 10,080 - 70,879
Offce Equipment 21,538 16,420 - 37,958
Computer 60,331 13,815 - 74,146
Electric Material 10,868 - - 10,868
181,086 40,315 - 221,401
Accumulated Depriciation
As at
01.01.2012
Additions Disposal
As at
31.12.2012
Renovation 5,510 5,510 - 11,020
Furniture and Fittings 40,111 12,391 - 52,502
Offce Equipment 6,456 5,932 - 12,388
Computer 56,656 3,275 - 59,931
Electric Material 2,362 2,174 - 4,536
111,095 29,282 - 140,377
Net Book Value
2012
RM
2011
RM
Renovation 16,530 22,040
Furniture and Fittings 18,377 20,688
Offce Equipment 25,570 15,082
Computer 14,215 3,675
Electric Material 6,332 8,506
81,024 69,991
4. Cash and Bank Balance
Cash and cash equivalents comprise of:
Cash in hand 2,257 7
Cash at bank 2,779,698 1,155,841
2,781,955 1,155,848
5. Share Capital
Authorised:
Ordinary shares of RM 1.00 each as at Januray 01, 2012 1,000,000 500,000
Created during the year - 500,000
As at 31 December 2012 1,000,000 1,000,000
Issued and fully paid:
Ordinary shares of RM 1.00 each as at Januray 01, 2012 1,000,000 500,000
Issued during the year - 500,000
As at 31 December 2012 1,000,000 1,000,000
6. Amount due to Holding Company
This amount is interest free, unsecured and has no fxed term of repayment.
7. Revenue
Revenue consists of services charges 943,759 583,875
943,759 583,875
306
2012
RM
2011
RM
8 Proft from Operation
The folling items have been charged/credited in arriving at proft from operations:
After charging:
Auditors Remuration 4,000 4,000
Directors Fees 193,476 116,726
Rental 72,000 55,200
Depreciation on property, plant and equipment 29,282 24,380
After crediting:
Other Income 7,860 10,190
Fixed Deposit Interest 27,390 49,752
9 Staff Costs
Salaries and Allowances 344,441 242,608
EPF and SOCSO 2,288 780
346,729 243,388
10 Taxation
Balance brought forward (70,701) (46,181)
Tax expenses for the year 10,037 7,304
(60,664) (38,877)
Tax Paid (17,600) (31,824)
Balance carried forward (78,264) (70,701)
These amounts are subject to agreement by the Inland Revenue Board.
Domestic income tax is calculated at the Malaysia statutory tax rate of 20% of the estimated assessable proft for the
year.
A reconciliation of income tax expenses applicable to proft before taxation at the statutory income tax rate to income tax
expenses at the effective income tax rate of the Company is as follows:
Proft for the year 22,128 11,644
Tax at Malaysian statutory tax rate of 20% 4,426 2,329
Expenses not deductible for tax purpose 9,036 7,865
Utilisation of capital allowance (3,424) (2,889)
Tax expenses for the year 10,038 7,305
11 Director Fee
Chief Executive Offcer 181,476 104,726
Director fee for attending meeting 12,000 12,000
193,476 116,726
12. FINANCIAL RISK MANAGEMENT
The Companys fnancial risk management policy seeks to ensure that adequate fnancial resources are
available for the development of the Companys business whilst managing its risks. The Company operates
within clearly defned guidelines that are approved by the Board and the Companys policy is not to engage in
speculative transactions.
The main areas of fnancial risks faced by the Company and the policy in respect of the major areas of treasury
activity are set out as follows:
a) Credit Risk
Credit risk is the risk of loss that may arise on outstanding fnancial instruments should a counterparty default
on its obligations. The companys exposure to credit risk arises primarily from other receivables and fnancial
assets (including cash and cash equivalents).
The credit risk is controlled by the application of credit approvals, limit and monitoring procedures. An internal
credit review is conducted if the credit risk is material.
b) Operational risk
The company ensures quick and proper management of operational risk which may arise from fraud, error,
omission, unauthorised activities, ineffciency, system failure from external events.
c) Market risk
The market risk which may drive from loss of earnings due to change in the interest rate, foreign exchange rate
etc. is handled with care the company.
d) Interest rate risk
Interest rate risk is the risk that the fair value of future cash fows of the Companys fnancial instruments will
fuctuate because of changes in market interest rates. The Company has no exposure to interest rate risks as
interest arising pimarily from fxed deposits placed with the fnancial institutions which are fxed and does not
fuctuate with changes in market interest rates.
e) Liquidity and Cash Flow Risk
The Company actively manages its operating cash fows and availability of funding so as to ensure that all
refnancing, repayment and funding needs are met. As part of its overall prudent liquidity management, the
Company maintains suffcient levels of cash to meet its working capital requirements.
13. HOLDING COMPANY
Agrani Bank Limited, company incorporated in Bangladesh, is the Holding Company holding 100% of the paid
up share capital of the company.
308
For Management Purpose Only
Detailed Income Statement
2012
RM
2011
RM
Revenue 943,759 583,875
Add: Other Income 35,250 59,942
Other income 7,860 10,190
Fixed deposit interest 27,390 49,752
979,009 643,817
Less: Operational Expenditure 956,881 632,173
Administrative Expenses Appendix I 868,855 566,593
Finance Expenses Appendix I 4,949 4,211
Distribution Expenses Appendix I 20,235 10,506
Other operating Expenses Appendix I 62,842 50,863
Proft before Taxation 22,128 11,644
For Management Purpose Only
Appendix I
Detailed Income Statement
December 31, 2012 December 31, 2011
RM RM
Administrative Expenses
Advertisement 5,200 4,142
Auditors remuneration 4,000 4,000
Business development expenses 41,668 39,078
Donation 550 600
Directors fees 193,476 116,726
Electricity and water 39,846 24,313
EPF and SOCSO 2,288 780
Expenses for board meeting 5,649 1,071
Licences fee - 280
Magazine and periodicals 533 508
Medical expenses and staff welfare 15,971 13,485
Postage and courier 1,738 1,256
Printing and stationery 7,106 3,674
Professional fee 6,947 5,852
Rental 72,000 55,200
Salaries and allowance 344,441 242,608
Secretarial fee - 4,509
Security charges 96,606 29,222
Telephone and fax 10,173 8,345
Visa 15,862 5,120
868,855 566,593
Distributive Expenses
Travelling and Transport 20,235 10,506
20,235 10,506
Finance Expenses
Remittance Charges 4,949 4,211
4,949 4,211
Other Operating Expenses
Depreciation of property, plant and equipment 29,282 24,380
Upkeep of premises 8,043 7,325
Upkeep of computer 17,059 -
Upkeep of maintenance 8,458 19,158
62,842 50,863
Total Expenses 956,881 632,173
Circle, Zone, Branch
Corporate Branch
Authorised Dealer Branch
Zone-wise Branch
Circle, Zone, Branch
Corporate Branch
Authorised Dealer Branch
Zone-wise Branch
311
1. Dhaka Circle 1
Al-Amin Centre (4th Floor)
25/A Dilkusha C/A, Dhaka-1000

2. Dhaka Circle 2
Al-Amin Centre (5th Floor)
25/A Dilkusha C/A, Dhaka-1000

3. Chittagong Circle
Kaderi Chamber
37 Agrabad, Chittagong

4. Rajshahi Circle
Lakshmipur, Rajshahi

5. Khulna Circle
Shilpa Bank Bhaban (4th Floor)
Khulna
6. Barisal Circle
Agrani Bank Bhaban
Sadar Road, Barisal
7. Sylhet Circle
28/A Bihongo, Kazitola, Sylhet
8. Rangpur Circle
Central Road, Rangpur
9. Comilla Circle
Eng. Institutions Market
Tomsom Bridge, Laksham Road
Comilla

10. Mymenshingh Circle
Choto Bazar, Mymenshingh

11. Faridpur
Chowk Bazar, Faridpur
Name and Address of
Circle
Annual Report 2012
312
Name of Zones with
Number of Branches
Sl No. Name of Zone
No. of
Branch
Sl No. Name of Zone
No. of
Branch
1 Bagerhat 13
2 Barisal 17
3 Bhola 9
4 Bogra North 15
5 Bogra South 15
6 Borguna 7
7 Brahmanbaria 15
8 Chandpur 20
9 Chapai Nawabgonj 13
10 Chittagong East & Hill 12
11 Chittagong Mohanagar-1 13
12 Chittagong Mohanagar-2 14
13 Chittagong North 16
14 Chittagong South 15
15 Chuadanga 14
16 Comilla North 15
17 Comilla South 15
18 Dhaka Central 15
19 Dhaka East 14
20 Dhaka North 14
21 Dhaka South 15
22 Dhaka West 14
23 Dinajpur 16
24 Faridpur 17
25 Feni 13
26 Gaibandha 11
27 Gazipur 16
28 Gopalgonj 9
29 Jamalpur 14
30 Jessore 18
31 Jhenaidah 14
32 Joypurhat 9
33 Khulna North 13
34 Khulna South 14
35 Kishoregonj 12
36 Kurigram 10
37 Kushtia 21
38 Laxmipur 13
39 Madaripur 10
40 Manikgonj 11
41 Moulavibazar 18
42 Munshigonj 14
43 Mymensingh 17
44 Narail 10
45 Narayangonj 11
46 Narsingdi 10
47 Natore 12
48 Netrokona 11
49 Noagaon 12
50 Noakhali 13
51 Pabna 24
52 Patuakhali 12
53 Pirojpur 7
54 Rajshahi 16
55 Rangpur 16
56 Satkhira 10
57 Sherpur 6
58 Sirajgonj 20
59 Sylhet East 19
60 Sylhet West 20
61 Tangail 23
62 Thakurgaon 10
Sub Total
Corporate Branches
Total
862
27
889
313
List of
Corporate Branches
Name & Address Name & Address
1 Principal Branch
9/D Dilkusha C/A
Motijheel, Dhaka 1000
2 Amin Court Corporate Branch
62/63 Motijheel C/A, Dhaka 1000
3 Ramna Corporate Branch
18 Bangabandhu Avenue
Dhaka 1000
4 Foreign Exchange Corporate Branch
1/B DIT Avenue, Motjheel
Dhaka 1000
5 Bangabandhu Avenue Corporate Branch
Dhaka 1000
6 Purana Paltan Corporate Branch
56 Purana Paltan, Dhaka 1000
7 Laldighi East Corporate Branch
1012-1013 Laldighi East
Chittagong 4100
8 Commercial Area Corporate Branch
28 Sayada Court, Agrabad C/A
Chittagong 4100
9 Agrabad Jahan Building Corporate Branch
Jahan Building, 24 Agrabad C/A
Chittagong 4100
10 Sir Iqbal Road Corporate Branch
25 Sir Iqbal Road, Khulna 9100
11 Asadgonj Corporate Branch
Haji Amir Ali Chow. Road
Asadganj, Chittagong 4000
12 EPZ Corporate Branch
CEPZ Area, Chittagong 4100
13 New Market Corporate Branch
886/904 H. S. Suhrawardy Road
Chittagong 4000
14 Strand Road Corporate Branch
15 Strand Road, Chittagong 4100
15 Banani Corporate Branch
Banani, Dhaka
16 B. WAPDA Corporate Branch
Ellal Chamber
Motijheel C/A, Dhaka 1000
17 Dhaka Sheraton Hotel Corporate Branch
Sheraton Hotel, Dhaka 1000
18 Green Road Corporate Branch
28 Green Road
Dhaka 1205
19 Moulavibazar Corporate Branch
144 Mitford Road, Dhaka
20 Nawabpur Road Corporate Branch
243-244 Nawabpur Road, Dhaka
21 Sadarghat Branch
3/7 Johnson Road, Sadarghat
Dhaka
22 Tejgaon Industrial Area Corporate Branch
315/A, Tejgaon I/A, Kawran Bazar
Dhaka 1215
23 Clay Road Corporate Branch
Clay Road, Khulna 9100
24 Bangabandhu Road Corporate Branch
Bangabandhu Road
Narayangonj 1400
25 Shaheb Bazar Corporate Branch
Shaheb Bazar, Boalia
Rajshahi 6100
27 WASA Corporate Branch
WASA Bhaban
98 Kazi Nazrul Islam Avenue, Kawran
Bazar Dhaka 1215
26 Laldighirpar Corporate Branch
Laldighirpar, Sylhet 3100
Sl No. Sl No.
Annual Report 2012
314
List of
Authorised Dealer Branches
Name & Address Cable Address Sl No. Phone
1 Chawk Bazar Branch
21 Chawk Bazar
Barisal 8200
(0431) 64082
Fx 62426
AGRANI BANK LTD.,
BARISAL
BANGLADESH
2 Thana Road Branch
Thana Road, Bogra 5800
(051) 66564
Fx 65012
AGRANI BANK LTD.
BOGRA
BANGLADESH
3 Agrabad Jahan Building Corporate Branch
24 Agrabad C/A
Chittagong 4100
(031) 716370
Fx 710152

COMAGRANI
CHITTAGONG
TLX NO. 633020
ABJBC-BJ
4 Asadgonj Corporate Branch
Haji Amir Ali Chowdhury Road
Asadgonj, Chittagong 4000
(031) 637728
631083
Fx 618507
ASADAGRANI
CHITTAGONG
TLX NO. 633161
AGASD-BJ
5 EPZ Corporate Branch
CEPZ Area, Chittagong 4100
(031) 800421
Fx 740926
AGRANI BANK LTD.,
BAY SHOPING, CTG
TLX NO. 66235
ABCG-Bj
6 Commercial Area Corporate Branch
28 Sayada Court
Agrabad C/A, Chittagong 4100
(031) 716225
2521220
Fx 716225

AGRAAGRANI
CHITTAGONG
TLX NO. 633079
BCCA-BJ
AGBKBDDH 015
7 Cox's Bazar Branch
Cox's Bazar 4800
Ph/Fx (0341) 63259 AGRANI BANK LTD.,
COX'S BAZAR
BANGLADESH
8 Laldighi East Corporate Branch
1012-1013 Laldighi East
Chittagong 4100
(031) 611373
610133, 611373
630803-4
Fx 610133
AGRANI BANK LTD.,
CHITTAGONG
BANGLADESH
TLX NO. 66215
ABCG-BJ
SWIFT: AGBKBDDH 017
9 New Market Corporate Branch
886/904 H. S. Suhrawardy Road
Chittagong 400
(031) 611525
Fx 635561

NEWAGRANI,
CHITTAGONG
Tel: 611525
Fx 88-031-745926
10 Strand Road Corporate Branch
15 Strand Road
Chittagong 4100
(031) 631724
716113
SALTAGRANI,
CHITTAGONG
11 Rajgonj Branch
Rajgonj, Comilla 3500
(081) 76022 AGRANI BANK LTD.,
COMILLA
BANGLADESH
315
12 Amin Court Corporate Branch
62/63 Motijheel C/A
Dhaka
(02) 9550967
955141
FX 9572045
DILAGRANI, DHAKA
TLX NO. 632400
ABACD-BJ
SWIFT: AGBKBDDH 004
13 Banani Corporate Branch
Banani, Dhaka
8816279 BANANI-AGRANI
DHAKA
14 Bangabandhu Avenue Corporate Branch
Dhaka
(02) 9553242
9555651
9555642
AVENUE AGRANI,
DHAKA
TLX NO. 642160
ABRD-BJ
15 B. WAPDA Corporate Branch
Ellal Chamber
Motijheel C/A, Dhaka 1000
(02) 9554157
9554283

WAPDAAGRANI,
DHAKA
TLX NO. 632549
ABD-BJ
16 Dhaka Sheraton Hotel Corporate Branch
Sheraton Hotel, Dhaka
8330130, 8330131 Tel/Fax 9348753
INTERAGRANI,DHAKA
17 Foreign Exchange Corporate Branch
1/B DIT Avenue, Motjheel
Dhaka 1000
(02) 7176449
7176449, 9552319
9553602
FAX 9567185
FEAGRANI, DHAKA
TEL NO. 642501
ABFED-BJ
SWIFT: AGBKBDDH 006
18 Green Road Corporate Branch
28 Green Road, Dhaka 1205
(02) 8613679
8631372
GREENAGRANI,
DHAKA
TEL NO. 842757
ABD-BJ
19 Moulavibazar Corporate Branch
144 Mitford Road, Dhaka
(02) 7314426
7313424
JOYAGRANI DHAKA
TEL NO. 671260
ABM-BJ
SWIFT: AGBKBDDH 003
20 Nawabpur Road Corporate Branch
243-244 Nawabpur Road, Dhaka
(02) 9562679 NAWAGRANI, DHAKA
TEL NO. 632550
ABD-BJ
21 Principal Branch
9/D Dilkusha C/A
Motijheel, Dhaka 1000
(02) 956077
9561556
9554497
9553064
JHEELAGRANI,
DHAKA
TEL NO. 642757
ABD-BJ
632549 ABD-BJ
SWIFT: AGBKBDDH 001
22 Purana Paltan Corporate Branch
56 Purana Paltan, Dhaka 1000
(02) 9560011
9561049
9564769
PURANAGRANI,
DHAKA
TLX 632550 ABD-BJ
23 Ramna Corporate Branch
Dhaka 1000
(02) 7160070
9568744
9563086-88
Fax 9554040
GULAGRANI, DHAKA
TLX NO. 642160 ABRD-BJ
SWIFT: AGBKBDDH 005
Annual Report 2012
5. Madaripur
6. Mulfatgonj
7. Naria
8. New Market
9. Shariatpur
10. Tekerhat
40. Manikgonj Zone
1. Arichaghat
2. Basta Bus Stand
3. Boyra
4. Charigram
5. Jhitka Bazar
6. Krishnapur
7. Manikgonj
8. Manikgonj Bus
Stand
9. Maniknagar
10. Saturia
11. Singair
41. Moulavibazar Zone
1. Bhanugach Bazar
2. Bhukshimoil
3. Giasnagar
4. Gopaya
5. Hobigonj
6. Kailashgonj
7. Katarkona
8. Karmadha
9. Kulaura
10. Mostafapur
11. Moulvi Bazar
12. Munshi Bazar
13. Nabigonj
14. Fultala Bazar
15. Rabir Bazar
16. Shayestagonj
17. Sindurkhan Bazar
18. Sreemongal
42. Munshigonj Zone
1. Baligaon Bazar
2. Dighirpar Bazar
3. Hasail Bazar
4. Hashara Bazar
5. Hossaindi Bazar
6. Kalma Bazar
7. Kolapara Bazar
8. Mirkadim
9. Muktarpur
10. Munshigonj
11. Munshirhat
12. Ramgopalpur
13. Simpara Bazar
14. Sreenagar
43. Mymensingh Zone
1. Atharobari
2. Bhaitkandi
3. Bhaluka
4. Bidyagonj Bazar
5. C.K.Ghosh Road
6. Chhoto Bazar
7. Dhara Bazar
8. Gaffargaon
9. Mymensingh Girls
Cadet College
10. Kaligonj Bazar
11. Kashigonj
12. Mechua Bazar
13. Medical Collage
14. Muktagacha
15. Mymensingh
16. Phulpur
17. Trisal
44. Narail Zone
1. Auria
2. Bagharpara
3. Bhangura Bazar
4. Gazirhat
5. Jogania
6. Kolabaria
7. Kalia
8. Lohagarah
9. Narail
10. Ratdanga
45. Narayangonj Zone
1. Araihajar
2. B.K.Road
3. Court Road
4. Demra
5. Kalir Bazar
6. Kanchan
7. Mirjumla Road
8. Shastapur
9. Siddhirgonj Power
Station
10. Sonargaon
11. Tanbazar
46. Narsingdi Zone
1. Amirgonj
2. Baburhat
3. Chalakchar Bazar
4. Manohordi
5. Musapur Bazar
6. Narsingdi
7. Palash Bazar
8. Radhagonj
9. Shibpur
10. Station Road
47. Natore Zone
1. Bagatipara
2. Gopalpur
3. Halsha
4. Laxmikole
5. Lokmanpur Bazar
6. Natore
7. Natore Sugar Mills
8. Nazirpur
9. North Bengal
Sugar Mills
10. Quadirabad
Cantonment
11. Rajapur Hat
12. Singra
48. Netrokona Zone
1. Barhatta
2. Birishiri
3. Durgapur
4. Fakirer Bazar
5. Jhanjail
6. Kendua
7. Mohangonj
8. Netrokona
9. Purbadhala
10. Rupgonj Bazar
11. Teosree Bazar
49. Naogaon Zone
1. Ahsangonj
2. Aihai
3. Boalia
4. Bus Stand
5. Kashab
6. Mainamhat
7. Matajeehat
8. Naogaon
9. Nithpur
10. Patnitola
11. Porsha
12. Sapahar
50. Noakhali Zone
1. Amishapara
2. Badalkot Bazar
3. Bazra Bazar
4. Chatkhil
5. Datterhat
6. Gopalpur Bazar
7. Hatia
8. Joyag Bazar
9. Maijdee Court
10. Nadana Bazar
11. Noakhali STU
12. Sonaimuri
13. Zilla Board
51. Pabna Zone
1. Abdul Hamid Road
2. Ataikula
3. Atghoria
4. Bera
5. Boral Bridge
6. Chatmohor
7. College Gate
8. Court Road
9. Dashuria
10. Dublia Bazar
11. H.M.M.Road
12. Ishwardi
13. Kashinathpur
Bazar
14. Mirzapur Hat
15. Muladuly
16. Nagarbari Ghat
17. Nazirgonj
18. Pushpaparahat
19. Rail Bazar
20. Ruppur
21. Shibrampur
22. Shyamgonj Hat
23. Sujanagar
24. Trimohoni
52. Patuakhali Zone
1. Alipur Bandar
2. Bauphal
3. Dashmina
4. Golachipa
5. Kanakdia
6. Khepupara
7. Kuakata
8. Mirzagonj
9. Nutan Bazar
10. New Market
11. PSTU
12. Puran Bazar
53. Pirojpur Zone
1. Bhandaria
2. Kaukhali
3. Main Road
4. Mathbaria
5. Mirukhali
6. Parerhat
7. Zillia Parishad
54. Rajshahi Zone
1. Baju Bagha
2. Baliaghata
3. Baneshwar Bazar
4. Charghat
5. Horian
6. Laxmipur
7. Malopara
8. Nagar Bhaban
9. Nawhatta
10. New Market
11. Puthia
12. Raighati
13. Rajshahi Cantonment
14. Rajshahi
University
15. Talaimari
16. WAPDA (IRRI)
55. Rangpur Zone
1. Alam Nagar
2. Badargonj
3. Bus Terminal Road
4. Central Road
5. Jaldhaka
6. Medical College
Hospital
7. Nekmamud Hat
8. Nilphamari
9. Pawtana Hat
10. Peergacha
11. Rangpur Cadet
College
12. Rangpur Main
13. Sayedpur
14. Sayedpur
Cantonment
15. Shaner Hat
16. Taragonj
26. Gaibandha Zone
1. Bonarpara
2. Dholbhanga
3. Fulcharighat
4. Gaibandha
5. Kamarpara
6. Naldanga
7. Panchpir Bazar
8. Rasulpur
9. Sadullapur
10. Saghatta
11. Sundargonj
27. Gazipur Zone
1. Board Bazar
2. Bormi Bazar
3. Dolan Bazar
4. DUET
5. Gazipur
6. Ghagtia Chalar
Bazar
7. Goshinga
8. Kaoraid
9. Kapasia
10. Kashimpur
11. Maona Bazar
12. Nagari
13. Rajabari
14. Sreepur
15. Tokenayan Bazar
16. Tongi
28. Gopalgonj Zone
1. Bangram Bazar
2. Gopalgonj
3. Jalirpar
4. Jhutigram
5. Kashiani
6. Kotalipara
7. Mukshudpur
8. Poura Super
Market
9. Tungipara
29. Jamalpur Zone
1. Balijhuri Bazar
2. Bus Stand
3. Hazipur Bazar
4. Islampur Bazar
5. Jagannathgonj
Ghat
6. Jamalpur
7. Jamtoli Bazar
8. Jamuna Fertilizer
Factory
9. Lahirikanda
10. Pingna
11. Piyarpur
12. Sarishabari
13. Shahbazpur
14. Station Road
30. Jessore Zone
1. Bazar
2. Benapole Bazar
3. Bimanghati
4. Daratana Road
5. Gadkhali Bazar
6. Ganganandapur
7. Hashimpur
8. Jessore
9. Jhikargacha
10. Jhumjhumpur
11. JSTU
12. Keshabpur
13. Nowapara
14. Protappur
15. Pulerhat
16. Rail Bazar
17. Rajarhat
18. Sheikh Hati
31. Jhenaidah Zone
1. Bazar Gopalpur
2. Beroil Palita Bazar
3. Bhaynarmor
4. Chaprail
5. Hajipur
6. Halidhani Bazar
7. Hamdah Bus
Stand
8. Isakhada
9. Jhenaidah
10. Kabirpur Bazar
11. Kaligonj
12. Kannadaha
13. Magura
14. Sadhuhati
32. Joypurhat Zone
1. Akkelpur
2. Awlai
3. Chawk Barkat
4. Joypurhat
5. Joypurhat Girls
Cadet College
6. Kalai
7. Kusumba
8. Matrai
9. Panchbibi
33. Khulna North
Zone
1. Baikali
2. Daulatpur
3. Goal Para
4. Jessore Road
5. K.D.A. New Market
6. Kazdia
7. Khalishpur
8. Moheswarpasha
9. Neval Base
10. Fulbarigate
11. Fultola
12. Sheikhpura Bazar
13. Terokhada
34. Khulna South
Zone
1. Bajua Bazar
2. Banargati Bazar
3. Baka Bazar
4. Batbunia Bazar
5. Chuknagar
6. Farajipara
7. Jaigir Mohal
8. Kapilmuni
9. Khanjahan Ali
Road
10. Khulna Medical
College & Hospital
11. Khulna University
12. Liakatnagar (Dada
Match)
13. Rupsha Strand
Road
14. Shamsur Rahman
Road
35. Kishoregonj Zone
1. Bazitpur
2. Bhairab Bazar
3. Charpumdi
4. Hossainpur
5. Karimgonj
6. Katiadi Bazar
7. Kishoregonj
8. Kuliarchar
9. Mirzapur
10. Mathkhola
11. Nikli
12. Pakundia
36. Kurigram Zone
1. Bhitorbondhat
2. Bhurungamari
3. Chilmari
4. Kurigram
5. Lalmonirhat
6. Nageswari
7. Nazimkhan
8. Fulbari
9. Rajarhat
10. Ulipur
37. Kushtia Zone
1. Allahar Dargah
2. Bara Bazar
3. Baragangadia
4. Bheramara
5. Daulatpur
6. Golapnagar Bazar
7. Islamic University
8. Khalishakundi
9. Kumarkhali
10. Mathurapur
11. Mazampur
12. Mirpur
13. New Market
14. Panti
15. Patikabari
16. Pragpur
17. S.C.B Road
18. Shilaidaha
19. Station Road
20. Thanapara
21. Ujangram
38. Laxmipur Zone
1. Bhabanigonj
2. Chandragonj
3. Dalal Bazar
4. Dasherhat
5. Doshghoria
6. Khilpara Bazar
7. Laxmipur
8. Mandari Bazar
9. Panpara Bazar
10. Raipur
11. Ramgonj
12. Ramgoti
13. Sompara
39. Madaripur Zone
1. Barhamgonj
2. Damudda
3. Jajira
4. Kalkini
4. Borodarogar Hat
5. Cadet College
6. Colonnel Hat
7. Durgapur
8. Fouzdarhat
9. Hathazari
10. Madambibir Hat
11. Modunaghat
12. Nazir Hat
13. Quaish Burischar
14. Samitirhat
15. Sitakundu
16. Swandeep
14. Ctg. South Zone
1. Amirabad
2. Anwara
3. Boalkhali
4. Coxs Bazar
5. Dewanhat
6. Gunagori
7. Keranirhat
8. Khutakhali
9. Marichya
10. Minnat Ali Hat
11. Mirzakhil
12. Patia
13. Sarwatoli
14. Sattarhat
15. Teknaf
15. Chuadanga Zone
1. Alamdanga
2. Andulbaria
3. Asmankhali
4. Bamon Para
5. Bamundi Bazar
6. Chuadanga
7. Darshana
8. Hardi
9. Jibon Nagar
10. Kedargonj
11. Khashkorara
Bazar
12. Meherpur
13. Mujib Nagar
14. Radhakantapur
Bazar
16. Comilla North
Zone
1. BSCIC
2. Balutupa
3. Bataichari Bazar
4. Batakandi
5. Burichong
6. Chandina
7. Daudkandi
8. Debiddar
9. Homna
10. Madhabpur
11. Nimshar
12. Rajgonj
13. Rup Babu Bazar
14. Shankuchail
15. Zahapur
17. Comilla South
Zone
1. Amratali Bazar
2. Bakshagonj
3. Hasanpur
4. Housing Estate
5. Jhalam Bazar
6. Kashinagar
7. Khila Bazar
8. Laksham
9. Manoharpur
10. Munshir Hat
11. Nangal Coat
12. Nasratpur
13. Nather Petua
14. Paduar Bazar
15. Tomsom Bridge
18. Dhaka Central
Zone
1. Agamashi Lane
2. Bangla Academy
3. Central Law
College
4. Dhaka University
5. Elephant Road
6. Jatiya Jadughar
7. Jatiya Press Club
8. Mouchak
9. New Eskaton
10. New Market
11. North South Road
12. Panthapath
13. Rajuk Bhaban
14. Shantinagar
15. Sonargaon Road
19. Dhaka East Zone
1. Farashgonj
2. Thatari Bazar
3. Basaboo
4. Dholairpar
5. Faridabad
6. Hatkhola
7. Jatrabari
8. Kadamtali
9. Kamlapur
10. Matuail
11. Narinda
12. Pyaridas Road
13. Rayshaheb Bazar
14. S. S. College
20. Dhaka North Zone
1. B.A.F.
2. Badda
3. Farmgate
4. Gulshan
5. ICDDRB
6. Kurmitola
7. Malibagh
8. Mirpur
9. Mohakhali
10. Pallabi
11. Rampura T.V.
12. Senpara
13. Shewrapara
14. Uttara Model Town
21. Dhaka South Zone
1. Antabarrah
2. Babu Bazar
3. Becharam Dewri
4. Begum Bazar
5. Chowdhury Bazar
6. Chowk Bazar
7. Imamgonj
8. Islampur
9. Jagannath
University
10. Joypara
11. Narisha Bazar
12. Nawabgonj (Kolakopa)
13. Posta
14. Mitfort Hospital
15. Zinzira
22. Dhaka West Zone
1. Bank Town
2. Dhamrai
3. Dhanmondi
4. Gabtoli
5. Jahangir Nagar University
6. Kamrangirchar
7. Mohammadpur
8. Nawabgonj Road
9. Pathalia
10. Rayer Bazar
11. Satmosjid Road
12. Savar
13. Shyamoli
14. Shimulia
23. Dinajpur Zone
1. Amtali
2. Bhushir Bandar
3. Birampur
4. Hakimpur
5. Kamalpur Hat
6. Madilahat
7. Maldahpatty
8. Munshipara
9. Nobabgonj
10. Parbatipur
11. Pulhat
12. Fulbari
13. Puratan Bazar
14. Setabgonj
15. Station Road
16. Tajpurhat
24. Faridpur Zone
1. Badarpur
2. Ahladipur
3. Bhanga
4. Boalmari
5. Bus Stand
6. Charbhadrashan
7. Faridpur
8. Gharua
9. Kalukhali
10. Maligram
11. Nagarkanda
12. Naliajamalpur
13. Pangsha
14. Rajbari
15. Sadarpur
16. Sariatullah Bazar
17. Zila Parisad
25. Feni Zone
1. Badamtoli
2. Bairagirhat
3. Bashurhat
4. Chhagalnaiya
5. Chowmuhani
6. Dagonbhuiyan
7. Deltagate
8. Feni
9. Kamlapatty
10. Kashipur Bazar
11. Parshuram
12. Senbag
13. Sonagazi
316
24 Sadarghat Corporate Branch
3/7 Johnson Road, Sadarghat, Dhaka
(02) 7118594
7123349
SADARAGRANI, DHAKA
TLX NO. 671260 ABD-BJ
25 Tejgaon Industrial Area Corporate Branch
315/A, Tejgaon I/A, Dhaka 1215
(02) 9887426
9887858
TEJAGRANI, DHAKA
TLX NO. 642757 ABD-BJ
26 Maldahpatty Branch
Dinajpur 5200
(0531) 63306
63102
AGRANI BANK LTD.
Dinajpur
TLX NO. 671524, ABDJP-BJ
27 Hakimpur Branch
Bangla Hili, Dinajpur
05329-75351 HAKIM AGRANI
Hakimpur Branch
28 Faridpur Branch
Faridpur 7800
(0631) 61972
63134, 63137, Fax 62508
AGRANI BANK LTD.,
FARIDPUR, BANGLADESH
29 Gazipur Branch
Gazipur 1700
(02) 9252202
Fax 9252013
AGRANI BANK LTD.,
GAZIPUR, BANGLADESH
30 Jessore Branch
Jess Tower, Jessore 7400
(0421) 66516
66175
COMAGRANI,
JESSORE
TLX NO. 633421
ABJES-BJ
31 Clay Road Corporate Branch
Clay Road
Khulna 9100
(041) 724024
723831
Ph./ Fax 720552
AGRANI BANK LTD.,
KHULNA
TLX NO. 62714 ABK-BJ
SWIFT: AGBKBDDH 023
32 Sir Iqbal Road Corporate Branch
25 Sir Iqbal Road, Khulna 9100
(041) 722949
723713, 724947
COMAGRANI, KHULNA
TEL NO. 627214 ABK-BJ
33 Bara Bazar Branch
14 N. S. Road
Kushtia 7000
(071) 62336
Ph./ Fax 61866
AGRANI BANK LTD.,
KUSHTIA
BANGLADESH
34 Bangabandhu Road Corporate Branch
Bangabandhu Road
Narayangonj 1400
(02) 7630090
7630165
Ph./ Fax 7630173
COMAGRANI
NARAYANGONJ
TEL NO. 671525, ABNJ-BJ
35 Court Road Branch
Court Road
Narayangonj 1400
(02) 7631808
Ph./ Fax 7631930
COURTAGRANI
NARAYANGONJ
TEL NO. 671525, ABNJ-BJ
36 Chowmuhani Branch
Chowmuhani, Begumgonj
Noakhali 3821
(0321) 51867
Fax 52057

AGRANIBANK,
CHOWMUHANI
NOAKHALI, BANGLADESH
37 Shaheb Bazar Corporate Branch
Shaheb Bazar, Boalia
Rajshahi 6100
(0721) 776063
772393, 774208
Fax 770642
AGRANI BANK,
RAJSHAHI, BANGLADESH
SWIFT: AGBKBDDH 027
38 Rangpur Main Branch
Central Road
Rangpur
(0521) 65437
Fax 62393

AGRANI BANK LTD.
RANGPUR
TEL NO. 671521, AZRNP-BJ
39 Laldighirpar Corporate Branch
Laldighirpar
Sylhet 3100
(0821) 716177
717038, 725619
Fax 710303
AGRANI BANK LTD.,
SYLHET, BANGLADESH
SWIFT: AGBKBDDH 021
40 WASA Corporate Branch
98 Kazi Nazrul Islam Avenue, Kawran
Bazar, Dhaka 1215
(02) 9112267 AGRANI BANK LTD.,
WASA BRANCH,
DHAKA.
1. Bagerhat Zone
1. Bagerhat
2. Badhal Bazar
3. Chitolmari
4. Chulkati Bazar
5. Deypara Bazar
6. Goalmath
7. Jatrapur
8. Main Road
9. Mongla Port
10. Morelgonj
11. Munigonj
12. Polerhat Bazar
13. Sannyashi Bazar
2. Barisal Zone
1. Amua Bazar
2. Banoripara
3. Batajore
4. Bottola
5. Chawk Bazar
6. Gournadi
7. Jhalokathi
8. Kashipur Bazar
9. Lebubuniyahat
10. Matherkathi
11. Nalcity
12. Puran Bazar
13. Rupatoli
14. Sadar Road
15. Shekher Hat
16. Torki Bandar
17. Ulania
3. Bhola Zone
1. Bhola
2. Borhanuddin
3. Char
Shashibhushan
4. Charfession Bazar
5. Doulatkhan
6. Kalinath Rayer
Bazar
7. Khairhat
8. Lalmohan
9. WAPDA
4. Bogra North Zone
1. Badurtola
2. Chamrul
3. Chelopara
4. Dupchachiya
5. Ghoradhaphat
6. Mohasthangar
7. Nishindara
8. Poradaha Hat
9. Raza Bazar
10. Shibbati
11. Sonatala
12. Talora
13. Thana Road
14. Tinmatha Railgate
15. Zianagar
5. Bogra South Zone
1. Bagbari
2. Bhatra
3. Bogra Cantonment
4. Dhunot
5. Khandar
6. Madla
7. Majhira
8. Mirzapur
9. Nondigram
10. Noymile Hat
11. Sonka
12. Soptopodi Market
13. Sherpur
14. Sultangonj
15. Taroni Hat
6. Borguna Zone
1. Amtali
2. Barguna
3. Betagi
4. Gazipur Hat
5. Kakchira
6. Pathorghata
7. Taltali Bazar
7. Brahmanbaria
Zone
1. Akhaura
2. Ashugonj
3. Bancharampur
4. Bangura Bazar
5. Bitghar
6. Brahmanbaria
7. Chandura Bazar
8. Jagat Bazar
9. Kashba
10. Lalpur Bazar
11. Nabinagar
12. Salimgonj
13. Shahpur
14. Shibpur
15. T.A.Road
8. Chandpur Zone
1. Algi Bazar
2. Babur Hat
3. Balithuba
4. Beltali Bazar
5. Chandra Bazar
6. Changarchar
Bazar
7. Farakkabad
8. Hajigonj
9. Kachuya
10. Khajuria Bazar
11. Matlab Bazar
12. Meher
13. Munshirhat
14. Nandalalpur Bazar
15. Narayanpur
16. Natun Bazar
17. Ramchandrapur
Bazar
18. Rupsha Bazar
19. Sreeramdee
20. Station Road
9. Chapai
Nawabgonj Zone
1. Amnura
2. Baroghoria
3. Binodpur
4. Chapai Nawabgonj
5. Chowdala
6. Gobratola
7. Khamar
8. Mobarakpur
9. Manakasha
10. Rajarampur
11. Rahanpur
12. Sadarghat
13. Shibgonj
10. Ctg. East & H/T
Zone
1. Aziznagar
2. Bandarban
3. Banorupa
4. Chandraghona
5. Gahira F.K.J.
Madrasha
6. Ishakhali
7. Kaptai
8. Khagrachari
9. Ramgar
10. Rangamati
11. Rauzan
12. Shantiniketon
11. Ctg. Mohanagar-1
Zone
1. Amanat Khan
Sarak
2. Bahaddarhat
3. Chaktai
4. Chatteswari Road
5. Firingi Bazar
6. Jublee Road
7. Kapashgola
8. Khatungonj
9. Lalkhan Bazar
10. Press Club
11. Riazuddin Bazar
12. Sadarghat
13. Ishanagar
Zone
1. Artilary Center
2. Askardighi
3. Chittagong University
4. Ctg. Air Base
5. Fateyabad
6. Halishahar
7. Industrial Area
8. Jalalabad
9. Khulshi
10. Medical College
11. Pahartali
12. Port
13. Sk.Mujib Sarak
14. Steel Mills
13. Ctg. North Zone
1. Amirhat
2. Azadi Bazar
3. Barayer Hat
5. Madaripur
6. Mulfatgonj
7. Naria
8. New Market
9. Shariatpur
10. Tekerhat
40. Manikgonj Zone
1. Arichaghat
2. Basta Bus Stand
3. Boyra
4. Charigram
5. Jhitka Bazar
6. Krishnapur
7. Manikgonj
8. Manikgonj Bus
Stand
9. Maniknagar
10. Saturia
11. Singair
1. Bhanugach Bazar
2. Bhukshimoil
3. Giasnagar
4. Gopaya
5. Hobigonj
6. Kailashgonj
7. Katarkona
8. Karmadha
9. Kulaura
10. Mostafapur
11. Moulvi Bazar
12. Munshi Bazar
13. Nabigonj
14. Fultala Bazar
15. Rabir Bazar
16. Shayestagonj
18. Sreemongal
42. Munshigonj Zone
1. Baligaon Bazar
2. Dighirpar Bazar
3. Hasail Bazar
4. Hashara Bazar
5. Hossaindi Bazar
6. Kalma Bazar
7. Kolapara Bazar
8. Mirkadim
9. Muktarpur
10. Munshigonj
11. Munshirhat
12. Ramgopalpur
13. Simpara Bazar
14. Sreenagar
43. Mymensingh Zone
1. Atharobari
2. Bhaitkandi
3. Bhaluka
4. Bidyagonj Bazar
5. C.K.Ghosh Road
6. Chhoto Bazar
7. Dhara Bazar
8. Gaffargaon
9. Mymensingh Girls
Cadet College
10. Kaligonj Bazar
11. Kashigonj
12. Mechua Bazar
13. Medical Collage
14. Muktagacha
15. Mymensingh
16. Phulpur
17. Trisal
44. Narail Zone
1. Auria
2. Bagharpara
3. Bhangura Bazar
4. Gazirhat
5. Jogania
6. Kolabaria
7. Kalia
8. Lohagarah
9. Narail
10. Ratdanga
1. Araihajar
2. B.K.Road
3. Court Road
4. Demra
5. Kalir Bazar
6. Kanchan
7. Mirjumla Road
8. Shastapur
Station
10. Sonargaon
11. Tanbazar
46. Narsingdi Zone
1. Amirgonj
2. Baburhat
3. Chalakchar Bazar
4. Manohordi
5. Musapur Bazar
6. Narsingdi
7. Palash Bazar
8. Radhagonj
9. Shibpur
10. Station Road
47. Natore Zone
1. Bagatipara
2. Gopalpur
3. Halsha
4. Laxmikole
5. Lokmanpur Bazar
6. Natore
8. Nazirpur
9. North Bengal
Sugar Mills
10. Quadirabad
Cantonment
11. Rajapur Hat
12. Singra
48. Netrokona Zone
1. Barhatta
2. Birishiri
3. Durgapur
4. Fakirer Bazar
5. Jhanjail
6. Kendua
7. Mohangonj
8. Netrokona
9. Purbadhala
10. Rupgonj Bazar
11. Teosree Bazar
49. Naogaon Zone
1. Ahsangonj
2. Aihai
3. Boalia
4. Bus Stand
5. Kashab
6. Mainamhat
7. Matajeehat
8. Naogaon
9. Nithpur
10. Patnitola
11. Porsha
12. Sapahar
50. Noakhali Zone
1. Amishapara
2. Badalkot Bazar
3. Bazra Bazar
4. Chatkhil
5. Datterhat
6. Gopalpur Bazar
7. Hatia
8. Joyag Bazar
9. Maijdee Court
10. Nadana Bazar
11. Noakhali STU
12. Sonaimuri
13. Zilla Board
51. Pabna Zone
1. Abdul Hamid Road
2. Ataikula
3. Atghoria
4. Bera
5. Boral Bridge
6. Chatmohor
7. College Gate
8. Court Road
9. Dashuria
10. Dublia Bazar
11. H.M.M.Road
12. Ishwardi
13. Kashinathpur
Bazar
14. Mirzapur Hat
15. Muladuly
16. Nagarbari Ghat
17. Nazirgonj
18. Pushpaparahat
19. Rail Bazar
20. Ruppur
21. Shibrampur
22. Shyamgonj Hat
23. Sujanagar
24. Trimohoni
52. Patuakhali Zone
1. Alipur Bandar
2. Bauphal
3. Dashmina
4. Golachipa
5. Kanakdia
6. Khepupara
7. Kuakata
8. Mirzagonj
9. Nutan Bazar
10. New Market
11. PSTU
12. Puran Bazar
53. Pirojpur Zone
1. Bhandaria
2. Kaukhali
3. Main Road
4. Mathbaria
5. Mirukhali
6. Parerhat
7. Zillia Parishad
54. Rajshahi Zone
1. Baju Bagha
2. Baliaghata
3. Baneshwar Bazar
4. Charghat
5. Horian
6. Laxmipur
7. Malopara
8. Nagar Bhaban
9. Nawhatta
10. New Market
11. Puthia
12. Raighati
14. Rajshahi
University
15. Talaimari
16. WAPDA (IRRI)
55. Rangpur Zone
1. Alam Nagar
2. Badargonj
4. Central Road
5. Jaldhaka
6. Medical College
Hospital
7. Nekmamud Hat
8. Nilphamari
9. Pawtana Hat
10. Peergacha
11. Rangpur Cadet
College
12. Rangpur Main
13. Sayedpur
14. Sayedpur
Cantonment
15. Shaner Hat
16. Taragonj
26. Gaibandha Zone
1. Bonarpara
2. Dholbhanga
3. Fulcharighat
4. Gaibandha
5. Kamarpara
6. Naldanga
7. Panchpir Bazar
8. Rasulpur
9. Sadullapur
10. Saghatta
11. Sundargonj
27. Gazipur Zone
1. Board Bazar
2. Bormi Bazar
3. Dolan Bazar
4. DUET
5. Gazipur
6. Ghagtia Chalar
Bazar
7. Goshinga
8. Kaoraid
9. Kapasia
10. Kashimpur
11. Maona Bazar
12. Nagari
13. Rajabari
14. Sreepur
15. Tokenayan Bazar
16. Tongi
28. Gopalgonj Zone
1. Bangram Bazar
2. Gopalgonj
3. Jalirpar
4. Jhutigram
5. Kashiani
6. Kotalipara
7. Mukshudpur
8. Poura Super
Market
9. Tungipara
29. Jamalpur Zone
1. Balijhuri Bazar
2. Bus Stand
3. Hazipur Bazar
4. Islampur Bazar
5. Jagannathgonj
Ghat
6. Jamalpur
7. Jamtoli Bazar
Factory
9. Lahirikanda
10. Pingna
11. Piyarpur
12. Sarishabari
13. Shahbazpur
14. Station Road
30. Jessore Zone
1. Bazar
2. Benapole Bazar
3. Bimanghati
4. Daratana Road
5. Gadkhali Bazar
6. Ganganandapur
7. Hashimpur
8. Jessore
9. Jhikargacha
10. Jhumjhumpur
11. JSTU
12. Keshabpur
13. Nowapara
14. Protappur
15. Pulerhat
16. Rail Bazar
17. Rajarhat
18. Sheikh Hati
31. Jhenaidah Zone
1. Bazar Gopalpur
3. Bhaynarmor
4. Chaprail
5. Hajipur
6. Halidhani Bazar
7. Hamdah Bus
Stand
8. Isakhada
9. Jhenaidah
10. Kabirpur Bazar
11. Kaligonj
12. Kannadaha
13. Magura
14. Sadhuhati
32. Joypurhat Zone
1. Akkelpur
2. Awlai
3. Chawk Barkat
4. Joypurhat
5. Joypurhat Girls
Cadet College
6. Kalai
7. Kusumba
8. Matrai
9. Panchbibi
33. Khulna North
Zone
1. Baikali
2. Daulatpur
3. Goal Para
4. Jessore Road
6. Kazdia
7. Khalishpur
8. Moheswarpasha
9. Neval Base
10. Fulbarigate
11. Fultola
13. Terokhada
34. Khulna South
Zone
1. Bajua Bazar
2. Banargati Bazar
3. Baka Bazar
4. Batbunia Bazar
5. Chuknagar
6. Farajipara
7. Jaigir Mohal
8. Kapilmuni
9. Khanjahan Ali
Road
10. Khulna Medical
College & Hospital
Match)
13. Rupsha Strand
Road
14. Shamsur Rahman
Road
1. Bazitpur
2. Bhairab Bazar
3. Charpumdi
4. Hossainpur
5. Karimgonj
6. Katiadi Bazar
7. Kishoregonj
8. Kuliarchar
9. Mirzapur
10. Mathkhola
11. Nikli
12. Pakundia
36. Kurigram Zone
1. Bhitorbondhat
2. Bhurungamari
3. Chilmari
4. Kurigram
5. Lalmonirhat
6. Nageswari
7. Nazimkhan
8. Fulbari
9. Rajarhat
10. Ulipur
37. Kushtia Zone
1. Allahar Dargah
2. Bara Bazar
3. Baragangadia
4. Bheramara
5. Daulatpur
6. Golapnagar Bazar
8. Khalishakundi
9. Kumarkhali
10. Mathurapur
11. Mazampur
12. Mirpur
13. New Market
14. Panti
15. Patikabari
16. Pragpur
17. S.C.B Road
18. Shilaidaha
19. Station Road
20. Thanapara
21. Ujangram
38. Laxmipur Zone
1. Bhabanigonj
2. Chandragonj
3. Dalal Bazar
4. Dasherhat
5. Doshghoria
6. Khilpara Bazar
7. Laxmipur
8. Mandari Bazar
9. Panpara Bazar
10. Raipur
11. Ramgonj
12. Ramgoti
13. Sompara
39. Madaripur Zone
1. Barhamgonj
2. Damudda
3. Jajira
4. Kalkini
4. Borodarogar Hat
5. Cadet College
6. Colonnel Hat
7. Durgapur
8. Fouzdarhat
9. Hathazari
10. Madambibir Hat
11. Modunaghat
12. Nazir Hat
14. Samitirhat
15. Sitakundu
16. Swandeep
14. Ctg. South Zone
1. Amirabad
2. Anwara
3. Boalkhali
4. Coxs Bazar
5. Dewanhat
6. Gunagori
7. Keranirhat
8. Khutakhali
9. Marichya
10. Minnat Ali Hat
11. Mirzakhil
12. Patia
13. Sarwatoli
14. Sattarhat
15. Teknaf
15. Chuadanga Zone
1. Alamdanga
2. Andulbaria
3. Asmankhali
4. Bamon Para
5. Bamundi Bazar
6. Chuadanga
7. Darshana
8. Hardi
9. Jibon Nagar
10. Kedargonj
11. Khashkorara
Bazar
12. Meherpur
13. Mujib Nagar
14. Radhakantapur
Bazar
16. Comilla North
Zone
1. BSCIC
2. Balutupa
3. Bataichari Bazar
4. Batakandi
5. Burichong
6. Chandina
7. Daudkandi
8. Debiddar
9. Homna
10. Madhabpur
11. Nimshar
12. Rajgonj
13. Rup Babu Bazar
14. Shankuchail
15. Zahapur
17. Comilla South
Zone
1. Amratali Bazar
2. Bakshagonj
3. Hasanpur
4. Housing Estate
5. Jhalam Bazar
6. Kashinagar
7. Khila Bazar
8. Laksham
9. Manoharpur
10. Munshir Hat
11. Nangal Coat
12. Nasratpur
13. Nather Petua
14. Paduar Bazar
15. Tomsom Bridge
18. Dhaka Central
Zone
1. Agamashi Lane
2. Bangla Academy
3. Central Law
College
4. Dhaka University
5. Elephant Road
6. Jatiya Jadughar
8. Mouchak
9. New Eskaton
10. New Market
12. Panthapath
13. Rajuk Bhaban
14. Shantinagar
15. Sonargaon Road
19. Dhaka East Zone
1. Farashgonj
2. Thatari Bazar
3. Basaboo
4. Dholairpar
5. Faridabad
6. Hatkhola
7. Jatrabari
8. Kadamtali
9. Kamlapur
10. Matuail
11. Narinda
12. Pyaridas Road
13. Rayshaheb Bazar
14. S. S. College
1. B.A.F.
2. Badda
3. Farmgate
4. Gulshan
5. ICDDRB
6. Kurmitola
7. Malibagh
8. Mirpur
9. Mohakhali
10. Pallabi
11. Rampura T.V.
12. Senpara
13. Shewrapara
1. Antabarrah
2. Babu Bazar
3. Becharam Dewri
4. Begum Bazar
5. Chowdhury Bazar
6. Chowk Bazar
7. Imamgonj
8. Islampur
9. Jagannath
University
10. Joypara
11. Narisha Bazar
13. Posta
15. Zinzira
22. Dhaka West Zone
1. Bank Town
2. Dhamrai
3. Dhanmondi
4. Gabtoli
6. Kamrangirchar
7. Mohammadpur
8. Nawabgonj Road
9. Pathalia
10. Rayer Bazar
11. Satmosjid Road
12. Savar
13. Shyamoli
14. Shimulia
23. Dinajpur Zone
1. Amtali
2. Bhushir Bandar
3. Birampur
4. Hakimpur
5. Kamalpur Hat
6. Madilahat
7. Maldahpatty
8. Munshipara
9. Nobabgonj
10. Parbatipur
11. Pulhat
12. Fulbari
13. Puratan Bazar
14. Setabgonj
15. Station Road
16. Tajpurhat
24. Faridpur Zone
1. Badarpur
2. Ahladipur
3. Bhanga
4. Boalmari
5. Bus Stand
6. Charbhadrashan
7. Faridpur
8. Gharua
9. Kalukhali
10. Maligram
11. Nagarkanda
12. Naliajamalpur
13. Pangsha
14. Rajbari
15. Sadarpur
17. Zila Parisad
25. Feni Zone
1. Badamtoli
2. Bairagirhat
3. Bashurhat
4. Chhagalnaiya
5. Chowmuhani
6. Dagonbhuiyan
7. Deltagate
8. Feni
9. Kamlapatty
10. Kashipur Bazar
11. Parshuram
12. Senbag
13. Sonagazi
317
Zone Wise
List of Branches
1. Bagerhat Zone
1. Bagerhat
2. Badhal Bazar
3. Chitolmari
4. Chulkati Bazar
5. Deypara Bazar
6. Goalmath
7. Jatrapur
8. Main Road
9. Mongla Port
10. Morelgonj
11. Munigonj
12. Polerhat Bazar
13. Sannyashi Bazar
2. Barisal Zone
1. Amua Bazar
2. Banoripara
3. Batajore
4. Bottola
5. Chawk Bazar
6. Gournadi
7. Jhalokathi
8. Kashipur Bazar
9. Lebubuniyahat
10. Matherkathi
11. Nalcity
12. Puran Bazar
13. Rupatoli
14. Sadar Road
15. Shekher Hat
16. Torki Bandar
17. Ulania
3. Bhola Zone
1. Bhola
2. Borhanuddin
3. Char
Shashibhushan
5. Doulatkhan
6. Kalinath Rayer
Bazar
7. Khairhat
8. Lalmohan
9. WAPDA
4. Bogra North Zone
1. Badurtola
2. Chamrul
3. Chelopara
4. Dupchachiya
5. Ghoradhaphat
6. Mohasthangar
7. Nishindara
8. Poradaha Hat
9. Raza Bazar
10. Shibbati
11. Sonatala
12. Talora
13. Thana Road
15. Zianagar
5. Bogra South Zone
1. Bagbari
2. Bhatra
3. Bogra Cantonment
4. Dhunot
5. Khandar
6. Madla
7. Majhira
8. Mirzapur
9. Nondigram
10. Noymile Hat
11. Sonka
13. Sherpur
14. Sultangonj
15. Taroni Hat
6. Borguna Zone
1. Amtali
2. Barguna
3. Betagi
4. Gazipur Hat
5. Kakchira
6. Pathorghata
7. Taltali Bazar
7. Brahmanbaria
Zone
1. Akhaura
2. Ashugonj
3. Bancharampur
4. Bangura Bazar
5. Bitghar
6. Brahmanbaria
7. Chandura Bazar
8. Jagat Bazar
9. Kashba
10. Lalpur Bazar
11. Nabinagar
12. Salimgonj
13. Shahpur
14. Shibpur
15. T.A.Road
8. Chandpur Zone
1. Algi Bazar
2. Babur Hat
3. Balithuba
4. Beltali Bazar
5. Chandra Bazar
6. Changarchar
Bazar
7. Farakkabad
8. Hajigonj
9. Kachuya
10. Khajuria Bazar
11. Matlab Bazar
12. Meher
13. Munshirhat
15. Narayanpur
16. Natun Bazar
17. Ramchandrapur
Bazar
18. Rupsha Bazar
19. Sreeramdee
20. Station Road
9. Chapai
Nawabgonj Zone
1. Amnura
2. Baroghoria
3. Binodpur
4. Chapai Nawabgonj
5. Chowdala
6. Gobratola
7. Khamar
8. Mobarakpur
9. Manakasha
10. Rajarampur
11. Rahanpur
12. Sadarghat
13. Shibgonj
10. Ctg. East & H/T
Zone
1. Aziznagar
2. Bandarban
3. Banorupa
4. Chandraghona
5. Gahira F.K.J.
Madrasha
6. Ishakhali
7. Kaptai
8. Khagrachari
9. Ramgar
10. Rangamati
11. Rauzan
12. Shantiniketon
Zone
1. Amanat Khan
Sarak
2. Bahaddarhat
3. Chaktai
4. Chatteswari Road
5. Firingi Bazar
6. Jublee Road
7. Kapashgola
8. Khatungonj
9. Lalkhan Bazar
10. Press Club
11. Riazuddin Bazar
12. Sadarghat
13. Ishanagar
Zone
1. Artilary Center
2. Askardighi
4. Ctg. Air Base
5. Fateyabad
6. Halishahar
7. Industrial Area
8. Jalalabad
9. Khulshi
10. Medical College
11. Pahartali
12. Port
13. Sk.Mujib Sarak
14. Steel Mills
13. Ctg. North Zone
1. Amirhat
2. Azadi Bazar
3. Barayer Hat
Annual Report 2012
5. Madaripur
6. Mulfatgonj
7. Naria
8. New Market
9. Shariatpur
10. Tekerhat
40. Manikgonj Zone
1. Arichaghat
2. Basta Bus Stand
3. Boyra
4. Charigram
5. Jhitka Bazar
6. Krishnapur
7. Manikgonj
8. Manikgonj Bus
Stand
9. Maniknagar
10. Saturia
11. Singair
1. Bhanugach Bazar
2. Bhukshimoil
3. Giasnagar
4. Gopaya
5. Hobigonj
6. Kailashgonj
7. Katarkona
8. Karmadha
9. Kulaura
10. Mostafapur
11. Moulvi Bazar
12. Munshi Bazar
13. Nabigonj
14. Fultala Bazar
15. Rabir Bazar
16. Shayestagonj
18. Sreemongal
42. Munshigonj Zone
1. Baligaon Bazar
2. Dighirpar Bazar
3. Hasail Bazar
4. Hashara Bazar
5. Hossaindi Bazar
6. Kalma Bazar
7. Kolapara Bazar
8. Mirkadim
9. Muktarpur
10. Munshigonj
11. Munshirhat
12. Ramgopalpur
13. Simpara Bazar
14. Sreenagar
43. Mymensingh Zone
1. Atharobari
2. Bhaitkandi
3. Bhaluka
4. Bidyagonj Bazar
5. C.K.Ghosh Road
6. Chhoto Bazar
7. Dhara Bazar
8. Gaffargaon
9. Mymensingh Girls
Cadet College
10. Kaligonj Bazar
11. Kashigonj
12. Mechua Bazar
13. Medical Collage
14. Muktagacha
15. Mymensingh
16. Phulpur
17. Trisal
44. Narail Zone
1. Auria
2. Bagharpara
3. Bhangura Bazar
4. Gazirhat
5. Jogania
6. Kolabaria
7. Kalia
8. Lohagarah
9. Narail
10. Ratdanga
1. Araihajar
2. B.K.Road
3. Court Road
4. Demra
5. Kalir Bazar
6. Kanchan
7. Mirjumla Road
8. Shastapur
Station
10. Sonargaon
11. Tanbazar
46. Narsingdi Zone
1. Amirgonj
2. Baburhat
3. Chalakchar Bazar
4. Manohordi
5. Musapur Bazar
6. Narsingdi
7. Palash Bazar
8. Radhagonj
9. Shibpur
10. Station Road
47. Natore Zone
1. Bagatipara
2. Gopalpur
3. Halsha
4. Laxmikole
5. Lokmanpur Bazar
6. Natore
8. Nazirpur
9. North Bengal
Sugar Mills
10. Quadirabad
Cantonment
11. Rajapur Hat
12. Singra
48. Netrokona Zone
1. Barhatta
2. Birishiri
3. Durgapur
4. Fakirer Bazar
5. Jhanjail
6. Kendua
7. Mohangonj
8. Netrokona
9. Purbadhala
10. Rupgonj Bazar
11. Teosree Bazar
49. Naogaon Zone
1. Ahsangonj
2. Aihai
3. Boalia
4. Bus Stand
5. Kashab
6. Mainamhat
7. Matajeehat
8. Naogaon
9. Nithpur
10. Patnitola
11. Porsha
12. Sapahar
50. Noakhali Zone
1. Amishapara
2. Badalkot Bazar
3. Bazra Bazar
4. Chatkhil
5. Datterhat
6. Gopalpur Bazar
7. Hatia
8. Joyag Bazar
9. Maijdee Court
10. Nadana Bazar
11. Noakhali STU
12. Sonaimuri
13. Zilla Board
51. Pabna Zone
1. Abdul Hamid Road
2. Ataikula
3. Atghoria
4. Bera
5. Boral Bridge
6. Chatmohor
7. College Gate
8. Court Road
9. Dashuria
10. Dublia Bazar
11. H.M.M.Road
12. Ishwardi
13. Kashinathpur
Bazar
14. Mirzapur Hat
15. Muladuly
16. Nagarbari Ghat
17. Nazirgonj
18. Pushpaparahat
19. Rail Bazar
20. Ruppur
21. Shibrampur
22. Shyamgonj Hat
23. Sujanagar
24. Trimohoni
52. Patuakhali Zone
1. Alipur Bandar
2. Bauphal
3. Dashmina
4. Golachipa
5. Kanakdia
6. Khepupara
7. Kuakata
8. Mirzagonj
9. Nutan Bazar
10. New Market
11. PSTU
12. Puran Bazar
53. Pirojpur Zone
1. Bhandaria
2. Kaukhali
3. Main Road
4. Mathbaria
5. Mirukhali
6. Parerhat
7. Zillia Parishad
54. Rajshahi Zone
1. Baju Bagha
2. Baliaghata
3. Baneshwar Bazar
4. Charghat
5. Horian
6. Laxmipur
7. Malopara
8. Nagar Bhaban
9. Nawhatta
10. New Market
11. Puthia
12. Raighati
14. Rajshahi
University
15. Talaimari
16. WAPDA (IRRI)
55. Rangpur Zone
1. Alam Nagar
2. Badargonj
4. Central Road
5. Jaldhaka
6. Medical College
Hospital
7. Nekmamud Hat
8. Nilphamari
9. Pawtana Hat
10. Peergacha
11. Rangpur Cadet
College
12. Rangpur Main
13. Sayedpur
14. Sayedpur
Cantonment
15. Shaner Hat
16. Taragonj
26. Gaibandha Zone
1. Bonarpara
2. Dholbhanga
3. Fulcharighat
4. Gaibandha
5. Kamarpara
6. Naldanga
7. Panchpir Bazar
8. Rasulpur
9. Sadullapur
10. Saghatta
11. Sundargonj
27. Gazipur Zone
1. Board Bazar
2. Bormi Bazar
3. Dolan Bazar
4. DUET
5. Gazipur
6. Ghagtia Chalar
Bazar
7. Goshinga
8. Kaoraid
9. Kapasia
10. Kashimpur
11. Maona Bazar
12. Nagari
13. Rajabari
14. Sreepur
15. Tokenayan Bazar
16. Tongi
28. Gopalgonj Zone
1. Bangram Bazar
2. Gopalgonj
3. Jalirpar
4. Jhutigram
5. Kashiani
6. Kotalipara
7. Mukshudpur
8. Poura Super
Market
9. Tungipara
29. Jamalpur Zone
1. Balijhuri Bazar
2. Bus Stand
3. Hazipur Bazar
4. Islampur Bazar
5. Jagannathgonj
Ghat
6. Jamalpur
7. Jamtoli Bazar
Factory
9. Lahirikanda
10. Pingna
11. Piyarpur
12. Sarishabari
13. Shahbazpur
14. Station Road
30. Jessore Zone
1. Bazar
2. Benapole Bazar
3. Bimanghati
4. Daratana Road
5. Gadkhali Bazar
6. Ganganandapur
7. Hashimpur
8. Jessore
9. Jhikargacha
10. Jhumjhumpur
11. JSTU
12. Keshabpur
13. Nowapara
14. Protappur
15. Pulerhat
16. Rail Bazar
17. Rajarhat
18. Sheikh Hati
31. Jhenaidah Zone
1. Bazar Gopalpur
3. Bhaynarmor
4. Chaprail
5. Hajipur
6. Halidhani Bazar
7. Hamdah Bus
Stand
8. Isakhada
9. Jhenaidah
10. Kabirpur Bazar
11. Kaligonj
12. Kannadaha
13. Magura
14. Sadhuhati
32. Joypurhat Zone
1. Akkelpur
2. Awlai
3. Chawk Barkat
4. Joypurhat
5. Joypurhat Girls
Cadet College
6. Kalai
7. Kusumba
8. Matrai
9. Panchbibi
33. Khulna North
Zone
1. Baikali
2. Daulatpur
3. Goal Para
4. Jessore Road
6. Kazdia
7. Khalishpur
8. Moheswarpasha
9. Neval Base
10. Fulbarigate
11. Fultola
13. Terokhada
34. Khulna South
Zone
1. Bajua Bazar
2. Banargati Bazar
3. Baka Bazar
4. Batbunia Bazar
5. Chuknagar
6. Farajipara
7. Jaigir Mohal
8. Kapilmuni
9. Khanjahan Ali
Road
10. Khulna Medical
College & Hospital
Match)
13. Rupsha Strand
Road
14. Shamsur Rahman
Road
1. Bazitpur
2. Bhairab Bazar
3. Charpumdi
4. Hossainpur
5. Karimgonj
6. Katiadi Bazar
7. Kishoregonj
8. Kuliarchar
9. Mirzapur
10. Mathkhola
11. Nikli
12. Pakundia
36. Kurigram Zone
1. Bhitorbondhat
2. Bhurungamari
3. Chilmari
4. Kurigram
5. Lalmonirhat
6. Nageswari
7. Nazimkhan
8. Fulbari
9. Rajarhat
10. Ulipur
37. Kushtia Zone
1. Allahar Dargah
2. Bara Bazar
3. Baragangadia
4. Bheramara
5. Daulatpur
6. Golapnagar Bazar
8. Khalishakundi
9. Kumarkhali
10. Mathurapur
11. Mazampur
12. Mirpur
13. New Market
14. Panti
15. Patikabari
16. Pragpur
17. S.C.B Road
18. Shilaidaha
19. Station Road
20. Thanapara
21. Ujangram
38. Laxmipur Zone
1. Bhabanigonj
2. Chandragonj
3. Dalal Bazar
4. Dasherhat
5. Doshghoria
6. Khilpara Bazar
7. Laxmipur
8. Mandari Bazar
9. Panpara Bazar
10. Raipur
11. Ramgonj
12. Ramgoti
13. Sompara
39. Madaripur Zone
1. Barhamgonj
2. Damudda
3. Jajira
4. Kalkini
318
4. Borodarogar Hat
5. Cadet College
6. Colonnel Hat
7. Durgapur
8. Fouzdarhat
9. Hathazari
10. Madambibir Hat
11. Modunaghat
12. Nazir Hat
14. Samitirhat
15. Sitakundu
16. Swandeep
14. Ctg. South Zone
1. Amirabad
2. Anwara
3. Boalkhali
4. Coxs Bazar
5. Dewanhat
6. Gunagori
7. Keranirhat
8. Khutakhali
9. Marichya
10. Minnat Ali Hat
11. Mirzakhil
12. Patia
13. Sarwatoli
14. Sattarhat
15. Teknaf
15. Chuadanga Zone
1. Alamdanga
2. Andulbaria
3. Asmankhali
4. Bamon Para
5. Bamundi Bazar
6. Chuadanga
7. Darshana
8. Hardi
9. Jibon Nagar
10. Kedargonj
11. Khashkorara
Bazar
12. Meherpur
13. Mujib Nagar
14. Radhakantapur
Bazar
16. Comilla North
Zone
1. BSCIC
2. Balutupa
3. Bataichari Bazar
4. Batakandi
5. Burichong
6. Chandina
7. Daudkandi
8. Debiddar
9. Homna
10. Madhabpur
11. Nimshar
12. Rajgonj
13. Rup Babu Bazar
14. Shankuchail
15. Zahapur
17. Comilla South
Zone
1. Amratali Bazar
2. Bakshagonj
3. Hasanpur
4. Housing Estate
5. Jhalam Bazar
6. Kashinagar
7. Khila Bazar
8. Laksham
9. Manoharpur
10. Munshir Hat
11. Nangal Coat
12. Nasratpur
13. Nather Petua
14. Paduar Bazar
15. Tomsom Bridge
18. Dhaka Central
Zone
1. Agamashi Lane
2. Bangla Academy
3. Central Law
College
4. Dhaka University
5. Elephant Road
6. Jatiya Jadughar
8. Mouchak
9. New Eskaton
10. New Market
12. Panthapath
13. Rajuk Bhaban
14. Shantinagar
15. Sonargaon Road
19. Dhaka East Zone
1. Farashgonj
2. Thatari Bazar
3. Basaboo
4. Dholairpar
5. Faridabad
6. Hatkhola
7. Jatrabari
8. Kadamtali
9. Kamlapur
10. Matuail
11. Narinda
12. Pyaridas Road
13. Rayshaheb Bazar
14. S. S. College
1. B.A.F.
2. Badda
3. Farmgate
4. Gulshan
5. ICDDRB
6. Kurmitola
7. Malibagh
8. Mirpur
9. Mohakhali
10. Pallabi
11. Rampura T.V.
12. Senpara
13. Shewrapara
1. Antabarrah
2. Babu Bazar
3. Becharam Dewri
4. Begum Bazar
5. Chowdhury Bazar
6. Chowk Bazar
7. Imamgonj
8. Islampur
9. Jagannath
University
10. Joypara
11. Narisha Bazar
13. Posta
15. Zinzira
22. Dhaka West Zone
1. Bank Town
2. Dhamrai
3. Dhanmondi
4. Gabtoli
6. Kamrangirchar
7. Mohammadpur
8. Nawabgonj Road
9. Pathalia
10. Rayer Bazar
11. Satmosjid Road
12. Savar
13. Shyamoli
14. Shimulia
23. Dinajpur Zone
1. Amtali
2. Bhushir Bandar
3. Birampur
4. Hakimpur
5. Kamalpur Hat
6. Madilahat
7. Maldahpatty
8. Munshipara
9. Nobabgonj
10. Parbatipur
11. Pulhat
12. Fulbari
13. Puratan Bazar
14. Setabgonj
15. Station Road
16. Tajpurhat
24. Faridpur Zone
1. Badarpur
2. Ahladipur
3. Bhanga
4. Boalmari
5. Bus Stand
6. Charbhadrashan
7. Faridpur
8. Gharua
9. Kalukhali
10. Maligram
11. Nagarkanda
12. Naliajamalpur
13. Pangsha
14. Rajbari
15. Sadarpur
17. Zila Parisad
25. Feni Zone
1. Badamtoli
2. Bairagirhat
3. Bashurhat
4. Chhagalnaiya
5. Chowmuhani
6. Dagonbhuiyan
7. Deltagate
8. Feni
9. Kamlapatty
10. Kashipur Bazar
11. Parshuram
12. Senbag
13. Sonagazi
1. Bagerhat Zone
1. Bagerhat
2. Badhal Bazar
3. Chitolmari
4. Chulkati Bazar
5. Deypara Bazar
6. Goalmath
7. Jatrapur
8. Main Road
9. Mongla Port
10. Morelgonj
11. Munigonj
12. Polerhat Bazar
13. Sannyashi Bazar
2. Barisal Zone
1. Amua Bazar
2. Banoripara
3. Batajore
4. Bottola
5. Chawk Bazar
6. Gournadi
7. Jhalokathi
8. Kashipur Bazar
9. Lebubuniyahat
10. Matherkathi
11. Nalcity
12. Puran Bazar
13. Rupatoli
14. Sadar Road
15. Shekher Hat
16. Torki Bandar
17. Ulania
3. Bhola Zone
1. Bhola
2. Borhanuddin
3. Char
Shashibhushan
5. Doulatkhan
6. Kalinath Rayer
Bazar
7. Khairhat
8. Lalmohan
9. WAPDA
4. Bogra North Zone
1. Badurtola
2. Chamrul
3. Chelopara
4. Dupchachiya
5. Ghoradhaphat
6. Mohasthangar
7. Nishindara
8. Poradaha Hat
9. Raza Bazar
10. Shibbati
11. Sonatala
12. Talora
13. Thana Road
15. Zianagar
5. Bogra South Zone
1. Bagbari
2. Bhatra
3. Bogra Cantonment
4. Dhunot
5. Khandar
6. Madla
7. Majhira
8. Mirzapur
9. Nondigram
10. Noymile Hat
11. Sonka
13. Sherpur
14. Sultangonj
15. Taroni Hat
6. Borguna Zone
1. Amtali
2. Barguna
3. Betagi
4. Gazipur Hat
5. Kakchira
6. Pathorghata
7. Taltali Bazar
7. Brahmanbaria
Zone
1. Akhaura
2. Ashugonj
3. Bancharampur
4. Bangura Bazar
5. Bitghar
6. Brahmanbaria
7. Chandura Bazar
8. Jagat Bazar
9. Kashba
10. Lalpur Bazar
11. Nabinagar
12. Salimgonj
13. Shahpur
14. Shibpur
15. T.A.Road
8. Chandpur Zone
1. Algi Bazar
2. Babur Hat
3. Balithuba
4. Beltali Bazar
5. Chandra Bazar
6. Changarchar
Bazar
7. Farakkabad
8. Hajigonj
9. Kachuya
10. Khajuria Bazar
11. Matlab Bazar
12. Meher
13. Munshirhat
15. Narayanpur
16. Natun Bazar
17. Ramchandrapur
Bazar
18. Rupsha Bazar
19. Sreeramdee
20. Station Road
9. Chapai
Nawabgonj Zone
1. Amnura
2. Baroghoria
3. Binodpur
4. Chapai Nawabgonj
5. Chowdala
6. Gobratola
7. Khamar
8. Mobarakpur
9. Manakasha
10. Rajarampur
11. Rahanpur
12. Sadarghat
13. Shibgonj
10. Ctg. East & H/T
Zone
1. Aziznagar
2. Bandarban
3. Banorupa
4. Chandraghona
5. Gahira F.K.J.
Madrasha
6. Ishakhali
7. Kaptai
8. Khagrachari
9. Ramgar
10. Rangamati
11. Rauzan
12. Shantiniketon
Zone
1. Amanat Khan
Sarak
2. Bahaddarhat
3. Chaktai
4. Chatteswari Road
5. Firingi Bazar
6. Jublee Road
7. Kapashgola
8. Khatungonj
9. Lalkhan Bazar
10. Press Club
11. Riazuddin Bazar
12. Sadarghat
13. Ishanagar
Zone
1. Artilary Center
2. Askardighi
4. Ctg. Air Base
5. Fateyabad
6. Halishahar
7. Industrial Area
8. Jalalabad
9. Khulshi
10. Medical College
11. Pahartali
12. Port
13. Sk.Mujib Sarak
14. Steel Mills
13. Ctg. North Zone
1. Amirhat
2. Azadi Bazar
3. Barayer Hat
5. Madaripur
6. Mulfatgonj
7. Naria
8. New Market
9. Shariatpur
10. Tekerhat
40. Manikgonj Zone
1. Arichaghat
2. Basta Bus Stand
3. Boyra
4. Charigram
5. Jhitka Bazar
6. Krishnapur
7. Manikgonj
8. Manikgonj Bus
Stand
9. Maniknagar
10. Saturia
11. Singair
1. Bhanugach Bazar
2. Bhukshimoil
3. Giasnagar
4. Gopaya
5. Hobigonj
6. Kailashgonj
7. Katarkona
8. Karmadha
9. Kulaura
10. Mostafapur
11. Moulvi Bazar
12. Munshi Bazar
13. Nabigonj
14. Fultala Bazar
15. Rabir Bazar
16. Shayestagonj
18. Sreemongal
42. Munshigonj Zone
1. Baligaon Bazar
2. Dighirpar Bazar
3. Hasail Bazar
4. Hashara Bazar
5. Hossaindi Bazar
6. Kalma Bazar
7. Kolapara Bazar
8. Mirkadim
9. Muktarpur
10. Munshigonj
11. Munshirhat
12. Ramgopalpur
13. Simpara Bazar
14. Sreenagar
43. Mymensingh Zone
1. Atharobari
2. Bhaitkandi
3. Bhaluka
4. Bidyagonj Bazar
5. C.K.Ghosh Road
6. Chhoto Bazar
7. Dhara Bazar
8. Gaffargaon
9. Mymensingh Girls
Cadet College
10. Kaligonj Bazar
11. Kashigonj
12. Mechua Bazar
13. Medical Collage
14. Muktagacha
15. Mymensingh
16. Phulpur
17. Trisal
44. Narail Zone
1. Auria
2. Bagharpara
3. Bhangura Bazar
4. Gazirhat
5. Jogania
6. Kolabaria
7. Kalia
8. Lohagarah
9. Narail
10. Ratdanga
1. Araihajar
2. B.K.Road
3. Court Road
4. Demra
5. Kalir Bazar
6. Kanchan
7. Mirjumla Road
8. Shastapur
Station
10. Sonargaon
11. Tanbazar
46. Narsingdi Zone
1. Amirgonj
2. Baburhat
3. Chalakchar Bazar
4. Manohordi
5. Musapur Bazar
6. Narsingdi
7. Palash Bazar
8. Radhagonj
9. Shibpur
10. Station Road
47. Natore Zone
1. Bagatipara
2. Gopalpur
3. Halsha
4. Laxmikole
5. Lokmanpur Bazar
6. Natore
8. Nazirpur
9. North Bengal
Sugar Mills
10. Quadirabad
Cantonment
11. Rajapur Hat
12. Singra
48. Netrokona Zone
1. Barhatta
2. Birishiri
3. Durgapur
4. Fakirer Bazar
5. Jhanjail
6. Kendua
7. Mohangonj
8. Netrokona
9. Purbadhala
10. Rupgonj Bazar
11. Teosree Bazar
49. Naogaon Zone
1. Ahsangonj
2. Aihai
3. Boalia
4. Bus Stand
5. Kashab
6. Mainamhat
7. Matajeehat
8. Naogaon
9. Nithpur
10. Patnitola
11. Porsha
12. Sapahar
50. Noakhali Zone
1. Amishapara
2. Badalkot Bazar
3. Bazra Bazar
4. Chatkhil
5. Datterhat
6. Gopalpur Bazar
7. Hatia
8. Joyag Bazar
9. Maijdee Court
10. Nadana Bazar
11. Noakhali STU
12. Sonaimuri
13. Zilla Board
51. Pabna Zone
1. Abdul Hamid Road
2. Ataikula
3. Atghoria
4. Bera
5. Boral Bridge
6. Chatmohor
7. College Gate
8. Court Road
9. Dashuria
10. Dublia Bazar
11. H.M.M.Road
12. Ishwardi
13. Kashinathpur
Bazar
14. Mirzapur Hat
15. Muladuly
16. Nagarbari Ghat
17. Nazirgonj
18. Pushpaparahat
19. Rail Bazar
20. Ruppur
21. Shibrampur
22. Shyamgonj Hat
23. Sujanagar
24. Trimohoni
52. Patuakhali Zone
1. Alipur Bandar
2. Bauphal
3. Dashmina
4. Golachipa
5. Kanakdia
6. Khepupara
7. Kuakata
8. Mirzagonj
9. Nutan Bazar
10. New Market
11. PSTU
12. Puran Bazar
53. Pirojpur Zone
1. Bhandaria
2. Kaukhali
3. Main Road
4. Mathbaria
5. Mirukhali
6. Parerhat
7. Zillia Parishad
54. Rajshahi Zone
1. Baju Bagha
2. Baliaghata
3. Baneshwar Bazar
4. Charghat
5. Horian
6. Laxmipur
7. Malopara
8. Nagar Bhaban
9. Nawhatta
10. New Market
11. Puthia
12. Raighati
14. Rajshahi
University
15. Talaimari
16. WAPDA (IRRI)
55. Rangpur Zone
1. Alam Nagar
2. Badargonj
4. Central Road
5. Jaldhaka
6. Medical College
Hospital
7. Nekmamud Hat
8. Nilphamari
9. Pawtana Hat
10. Peergacha
11. Rangpur Cadet
College
12. Rangpur Main
13. Sayedpur
14. Sayedpur
Cantonment
15. Shaner Hat
16. Taragonj
319
26. Gaibandha Zone
1. Bonarpara
2. Dholbhanga
3. Fulcharighat
4. Gaibandha
5. Kamarpara
6. Naldanga
7. Panchpir Bazar
8. Rasulpur
9. Sadullapur
10. Saghatta
11. Sundargonj
27. Gazipur Zone
1. Board Bazar
2. Bormi Bazar
3. Dolan Bazar
4. DUET
5. Gazipur
6. Ghagtia Chalar
Bazar
7. Goshinga
8. Kaoraid
9. Kapasia
10. Kashimpur
11. Maona Bazar
12. Nagari
13. Rajabari
14. Sreepur
15. Tokenayan Bazar
16. Tongi
28. Gopalgonj Zone
1. Bangram Bazar
2. Gopalgonj
3. Jalirpar
4. Jhutigram
5. Kashiani
6. Kotalipara
7. Mukshudpur
8. Poura Super
Market
9. Tungipara
29. Jamalpur Zone
1. Balijhuri Bazar
2. Bus Stand
3. Hazipur Bazar
4. Islampur Bazar
5. Jagannathgonj
Ghat
6. Jamalpur
7. Jamtoli Bazar
Factory
9. Lahirikanda
10. Pingna
11. Piyarpur
12. Sarishabari
13. Shahbazpur
14. Station Road
30. Jessore Zone
1. Bazar
2. Benapole Bazar
3. Bimanghati
4. Daratana Road
5. Gadkhali Bazar
6. Ganganandapur
7. Hashimpur
8. Jessore
9. Jhikargacha
10. Jhumjhumpur
11. JSTU
12. Keshabpur
13. Nowapara
14. Protappur
15. Pulerhat
16. Rail Bazar
17. Rajarhat
18. Sheikh Hati
31. Jhenaidah Zone
1. Bazar Gopalpur
3. Bhaynarmor
4. Chaprail
5. Hajipur
6. Halidhani Bazar
7. Hamdah Bus
Stand
8. Isakhada
9. Jhenaidah
10. Kabirpur Bazar
11. Kaligonj
12. Kannadaha
13. Magura
14. Sadhuhati
32. Joypurhat Zone
1. Akkelpur
2. Awlai
3. Chawk Barkat
4. Joypurhat
5. Joypurhat Girls
Cadet College
6. Kalai
7. Kusumba
8. Matrai
9. Panchbibi
33. Khulna North
Zone
1. Baikali
2. Daulatpur
3. Goal Para
4. Jessore Road
6. Kazdia
7. Khalishpur
8. Moheswarpasha
9. Neval Base
10. Fulbarigate
11. Fultola
13. Terokhada
34. Khulna South
Zone
1. Bajua Bazar
2. Banargati Bazar
3. Baka Bazar
4. Batbunia Bazar
5. Chuknagar
6. Farajipara
7. Jaigir Mohal
8. Kapilmuni
9. Khanjahan Ali
Road
10. Khulna Medical
College & Hospital
Match)
13. Rupsha Strand
Road
14. Shamsur Rahman
Road
1. Bazitpur
2. Bhairab Bazar
3. Charpumdi
4. Hossainpur
5. Karimgonj
6. Katiadi Bazar
7. Kishoregonj
8. Kuliarchar
9. Mirzapur
10. Mathkhola
11. Nikli
12. Pakundia
36. Kurigram Zone
1. Bhitorbondhat
2. Bhurungamari
3. Chilmari
4. Kurigram
5. Lalmonirhat
6. Nageswari
7. Nazimkhan
8. Fulbari
9. Rajarhat
10. Ulipur
37. Kushtia Zone
1. Allahar Dargah
2. Bara Bazar
3. Baragangadia
4. Bheramara
5. Daulatpur
6. Golapnagar Bazar
8. Khalishakundi
9. Kumarkhali
10. Mathurapur
11. Mazampur
12. Mirpur
13. New Market
14. Panti
15. Patikabari
16. Pragpur
17. S.C.B Road
18. Shilaidaha
19. Station Road
20. Thanapara
21. Ujangram
38. Laxmipur Zone
1. Bhabanigonj
2. Chandragonj
3. Dalal Bazar
4. Dasherhat
5. Doshghoria
6. Khilpara Bazar
7. Laxmipur
8. Mandari Bazar
9. Panpara Bazar
10. Raipur
11. Ramgonj
12. Ramgoti
13. Sompara
39. Madaripur Zone
1. Barhamgonj
2. Damudda
3. Jajira
4. Kalkini
4. Borodarogar Hat
5. Cadet College
6. Colonnel Hat
7. Durgapur
8. Fouzdarhat
9. Hathazari
10. Madambibir Hat
11. Modunaghat
12. Nazir Hat
14. Samitirhat
15. Sitakundu
16. Swandeep
14. Ctg. South Zone
1. Amirabad
2. Anwara
3. Boalkhali
4. Coxs Bazar
5. Dewanhat
6. Gunagori
7. Keranirhat
8. Khutakhali
9. Marichya
10. Minnat Ali Hat
11. Mirzakhil
12. Patia
13. Sarwatoli
14. Sattarhat
15. Teknaf
15. Chuadanga Zone
1. Alamdanga
2. Andulbaria
3. Asmankhali
4. Bamon Para
5. Bamundi Bazar
6. Chuadanga
7. Darshana
8. Hardi
9. Jibon Nagar
10. Kedargonj
11. Khashkorara
Bazar
12. Meherpur
13. Mujib Nagar
14. Radhakantapur
Bazar
16. Comilla North
Zone
1. BSCIC
2. Balutupa
3. Bataichari Bazar
4. Batakandi
5. Burichong
6. Chandina
7. Daudkandi
8. Debiddar
9. Homna
10. Madhabpur
11. Nimshar
12. Rajgonj
13. Rup Babu Bazar
14. Shankuchail
15. Zahapur
17. Comilla South
Zone
1. Amratali Bazar
2. Bakshagonj
3. Hasanpur
4. Housing Estate
5. Jhalam Bazar
6. Kashinagar
7. Khila Bazar
8. Laksham
9. Manoharpur
10. Munshir Hat
11. Nangal Coat
12. Nasratpur
13. Nather Petua
14. Paduar Bazar
15. Tomsom Bridge
18. Dhaka Central
Zone
1. Agamashi Lane
2. Bangla Academy
3. Central Law
College
4. Dhaka University
5. Elephant Road
6. Jatiya Jadughar
8. Mouchak
9. New Eskaton
10. New Market
12. Panthapath
13. Rajuk Bhaban
14. Shantinagar
15. Sonargaon Road
19. Dhaka East Zone
1. Farashgonj
2. Thatari Bazar
3. Basaboo
4. Dholairpar
5. Faridabad
6. Hatkhola
7. Jatrabari
8. Kadamtali
9. Kamlapur
10. Matuail
11. Narinda
12. Pyaridas Road
13. Rayshaheb Bazar
14. S. S. College
1. B.A.F.
2. Badda
3. Farmgate
4. Gulshan
5. ICDDRB
6. Kurmitola
7. Malibagh
8. Mirpur
9. Mohakhali
10. Pallabi
11. Rampura T.V.
12. Senpara
13. Shewrapara
1. Antabarrah
2. Babu Bazar
3. Becharam Dewri
4. Begum Bazar
5. Chowdhury Bazar
6. Chowk Bazar
7. Imamgonj
8. Islampur
9. Jagannath
University
10. Joypara
11. Narisha Bazar
13. Posta
15. Zinzira
22. Dhaka West Zone
1. Bank Town
2. Dhamrai
3. Dhanmondi
4. Gabtoli
6. Kamrangirchar
7. Mohammadpur
8. Nawabgonj Road
9. Pathalia
10. Rayer Bazar
11. Satmosjid Road
12. Savar
13. Shyamoli
14. Shimulia
23. Dinajpur Zone
1. Amtali
2. Bhushir Bandar
3. Birampur
4. Hakimpur
5. Kamalpur Hat
6. Madilahat
7. Maldahpatty
8. Munshipara
9. Nobabgonj
10. Parbatipur
11. Pulhat
12. Fulbari
13. Puratan Bazar
14. Setabgonj
15. Station Road
16. Tajpurhat
24. Faridpur Zone
1. Badarpur
2. Ahladipur
3. Bhanga
4. Boalmari
5. Bus Stand
6. Charbhadrashan
7. Faridpur
8. Gharua
9. Kalukhali
10. Maligram
11. Nagarkanda
12. Naliajamalpur
13. Pangsha
14. Rajbari
15. Sadarpur
17. Zila Parisad
25. Feni Zone
1. Badamtoli
2. Bairagirhat
3. Bashurhat
4. Chhagalnaiya
5. Chowmuhani
6. Dagonbhuiyan
7. Deltagate
8. Feni
9. Kamlapatty
10. Kashipur Bazar
11. Parshuram
12. Senbag
13. Sonagazi
1. Bagerhat Zone
1. Bagerhat
2. Badhal Bazar
3. Chitolmari
4. Chulkati Bazar
5. Deypara Bazar
6. Goalmath
7. Jatrapur
8. Main Road
9. Mongla Port
10. Morelgonj
11. Munigonj
12. Polerhat Bazar
13. Sannyashi Bazar
2. Barisal Zone
1. Amua Bazar
2. Banoripara
3. Batajore
4. Bottola
5. Chawk Bazar
6. Gournadi
7. Jhalokathi
8. Kashipur Bazar
9. Lebubuniyahat
10. Matherkathi
11. Nalcity
12. Puran Bazar
13. Rupatoli
14. Sadar Road
15. Shekher Hat
16. Torki Bandar
17. Ulania
3. Bhola Zone
1. Bhola
2. Borhanuddin
3. Char
Shashibhushan
5. Doulatkhan
6. Kalinath Rayer
Bazar
7. Khairhat
8. Lalmohan
9. WAPDA
4. Bogra North Zone
1. Badurtola
2. Chamrul
3. Chelopara
4. Dupchachiya
5. Ghoradhaphat
6. Mohasthangar
7. Nishindara
8. Poradaha Hat
9. Raza Bazar
10. Shibbati
11. Sonatala
12. Talora
13. Thana Road
15. Zianagar
5. Bogra South Zone
1. Bagbari
2. Bhatra
3. Bogra Cantonment
4. Dhunot
5. Khandar
6. Madla
7. Majhira
8. Mirzapur
9. Nondigram
10. Noymile Hat
11. Sonka
13. Sherpur
14. Sultangonj
15. Taroni Hat
6. Borguna Zone
1. Amtali
2. Barguna
3. Betagi
4. Gazipur Hat
5. Kakchira
6. Pathorghata
7. Taltali Bazar
7. Brahmanbaria
Zone
1. Akhaura
2. Ashugonj
3. Bancharampur
4. Bangura Bazar
5. Bitghar
6. Brahmanbaria
7. Chandura Bazar
8. Jagat Bazar
9. Kashba
10. Lalpur Bazar
11. Nabinagar
12. Salimgonj
13. Shahpur
14. Shibpur
15. T.A.Road
8. Chandpur Zone
1. Algi Bazar
2. Babur Hat
3. Balithuba
4. Beltali Bazar
5. Chandra Bazar
6. Changarchar
Bazar
7. Farakkabad
8. Hajigonj
9. Kachuya
10. Khajuria Bazar
11. Matlab Bazar
12. Meher
13. Munshirhat
15. Narayanpur
16. Natun Bazar
17. Ramchandrapur
Bazar
18. Rupsha Bazar
19. Sreeramdee
20. Station Road
9. Chapai
Nawabgonj Zone
1. Amnura
2. Baroghoria
3. Binodpur
4. Chapai Nawabgonj
5. Chowdala
6. Gobratola
7. Khamar
8. Mobarakpur
9. Manakasha
10. Rajarampur
11. Rahanpur
12. Sadarghat
13. Shibgonj
10. Ctg. East & H/T
Zone
1. Aziznagar
2. Bandarban
3. Banorupa
4. Chandraghona
5. Gahira F.K.J.
Madrasha
6. Ishakhali
7. Kaptai
8. Khagrachari
9. Ramgar
10. Rangamati
11. Rauzan
12. Shantiniketon
Zone
1. Amanat Khan
Sarak
2. Bahaddarhat
3. Chaktai
4. Chatteswari Road
5. Firingi Bazar
6. Jublee Road
7. Kapashgola
8. Khatungonj
9. Lalkhan Bazar
10. Press Club
11. Riazuddin Bazar
12. Sadarghat
13. Ishanagar
Zone
1. Artilary Center
2. Askardighi
4. Ctg. Air Base
5. Fateyabad
6. Halishahar
7. Industrial Area
8. Jalalabad
9. Khulshi
10. Medical College
11. Pahartali
12. Port
13. Sk.Mujib Sarak
14. Steel Mills
13. Ctg. North Zone
1. Amirhat
2. Azadi Bazar
3. Barayer Hat
Annual Report 2012
320
5. Madaripur
6. Mulfatgonj
7. Naria
8. New Market
9. Shariatpur
10. Tekerhat
40. Manikgonj Zone
1. Arichaghat
2. Basta Bus Stand
3. Boyra
4. Charigram
5. Jhitka Bazar
6. Krishnapur
7. Manikgonj
8. Manikgonj Bus
Stand
9. Maniknagar
10. Saturia
11. Singair
1. Bhanugach Bazar
2. Bhukshimoil
3. Giasnagar
4. Gopaya
5. Hobigonj
6. Kailashgonj
7. Katarkona
8. Karmadha
9. Kulaura
10. Mostafapur
11. Moulvi Bazar
12. Munshi Bazar
13. Nabigonj
14. Fultala Bazar
15. Rabir Bazar
16. Shayestagonj
18. Sreemongal
42. Munshigonj Zone
1. Baligaon Bazar
2. Dighirpar Bazar
3. Hasail Bazar
4. Hashara Bazar
5. Hossaindi Bazar
6. Kalma Bazar
7. Kolapara Bazar
8. Mirkadim
9. Muktarpur
10. Munshigonj
11. Munshirhat
12. Ramgopalpur
13. Simpara Bazar
14. Sreenagar
43. Mymensingh Zone
1. Atharobari
2. Bhaitkandi
3. Bhaluka
4. Bidyagonj Bazar
5. C.K.Ghosh Road
6. Chhoto Bazar
7. Dhara Bazar
8. Gaffargaon
9. Mymensingh Girls
Cadet College
10. Kaligonj Bazar
11. Kashigonj
12. Mechua Bazar
13. Medical Collage
14. Muktagacha
15. Mymensingh
16. Phulpur
17. Trisal
44. Narail Zone
1. Auria
2. Bagharpara
3. Bhangura Bazar
4. Gazirhat
5. Jogania
6. Kolabaria
7. Kalia
8. Lohagarah
9. Narail
10. Ratdanga
1. Araihajar
2. B.K.Road
3. Court Road
4. Demra
5. Kalir Bazar
6. Kanchan
7. Mirjumla Road
8. Shastapur
Station
10. Sonargaon
11. Tanbazar
46. Narsingdi Zone
1. Amirgonj
2. Baburhat
3. Chalakchar Bazar
4. Manohordi
5. Musapur Bazar
6. Narsingdi
7. Palash Bazar
8. Radhagonj
9. Shibpur
10. Station Road
47. Natore Zone
1. Bagatipara
2. Gopalpur
3. Halsha
4. Laxmikole
5. Lokmanpur Bazar
6. Natore
8. Nazirpur
9. North Bengal
Sugar Mills
10. Quadirabad
Cantonment
11. Rajapur Hat
12. Singra
48. Netrokona Zone
1. Barhatta
2. Birishiri
3. Durgapur
4. Fakirer Bazar
5. Jhanjail
6. Kendua
7. Mohangonj
8. Netrokona
9. Purbadhala
10. Rupgonj Bazar
11. Teosree Bazar
49. Naogaon Zone
1. Ahsangonj
2. Aihai
3. Boalia
4. Bus Stand
5. Kashab
6. Mainamhat
7. Matajeehat
8. Naogaon
9. Nithpur
10. Patnitola
11. Porsha
12. Sapahar
50. Noakhali Zone
1. Amishapara
2. Badalkot Bazar
3. Bazra Bazar
4. Chatkhil
5. Datterhat
6. Gopalpur Bazar
7. Hatia
8. Joyag Bazar
9. Maijdee Court
10. Nadana Bazar
11. Noakhali STU
12. Sonaimuri
13. Zilla Board
51. Pabna Zone
1. Abdul Hamid Road
2. Ataikula
3. Atghoria
4. Bera
5. Boral Bridge
6. Chatmohor
7. College Gate
8. Court Road
9. Dashuria
10. Dublia Bazar
11. H.M.M.Road
12. Ishwardi
13. Kashinathpur
Bazar
14. Mirzapur Hat
15. Muladuly
16. Nagarbari Ghat
17. Nazirgonj
18. Pushpaparahat
19. Rail Bazar
20. Ruppur
21. Shibrampur
22. Shyamgonj Hat
23. Sujanagar
24. Trimohoni
52. Patuakhali Zone
1. Alipur Bandar
2. Bauphal
3. Dashmina
4. Golachipa
5. Kanakdia
6. Khepupara
7. Kuakata
8. Mirzagonj
9. Nutan Bazar
10. New Market
11. PSTU
12. Puran Bazar
53. Pirojpur Zone
1. Bhandaria
2. Kaukhali
3. Main Road
4. Mathbaria
5. Mirukhali
6. Parerhat
7. Zillia Parishad
54. Rajshahi Zone
1. Baju Bagha
2. Baliaghata
3. Baneshwar Bazar
4. Charghat
5. Horian
6. Laxmipur
7. Malopara
8. Nagar Bhaban
9. Nawhatta
10. New Market
11. Puthia
12. Raighati
14. Rajshahi
University
15. Talaimari
16. WAPDA (IRRI)
55. Rangpur Zone
1. Alam Nagar
2. Badargonj
4. Central Road
5. Jaldhaka
6. Medical College
Hospital
7. Nekmamud Hat
8. Nilphamari
9. Pawtana Hat
10. Peergacha
11. Rangpur Cadet
College
12. Rangpur Main
13. Sayedpur
14. Sayedpur
Cantonment
15. Shaner Hat
16. Taragonj
26. Gaibandha Zone
1. Bonarpara
2. Dholbhanga
3. Fulcharighat
4. Gaibandha
5. Kamarpara
6. Naldanga
7. Panchpir Bazar
8. Rasulpur
9. Sadullapur
10. Saghatta
11. Sundargonj
27. Gazipur Zone
1. Board Bazar
2. Bormi Bazar
3. Dolan Bazar
4. DUET
5. Gazipur
6. Ghagtia Chalar
Bazar
7. Goshinga
8. Kaoraid
9. Kapasia
10. Kashimpur
11. Maona Bazar
12. Nagari
13. Rajabari
14. Sreepur
15. Tokenayan Bazar
16. Tongi
28. Gopalgonj Zone
1. Bangram Bazar
2. Gopalgonj
3. Jalirpar
4. Jhutigram
5. Kashiani
6. Kotalipara
7. Mukshudpur
8. Poura Super
Market
9. Tungipara
29. Jamalpur Zone
1. Balijhuri Bazar
2. Bus Stand
3. Hazipur Bazar
4. Islampur Bazar
5. Jagannathgonj
Ghat
6. Jamalpur
7. Jamtoli Bazar
Factory
9. Lahirikanda
10. Pingna
11. Piyarpur
12. Sarishabari
13. Shahbazpur
14. Station Road
30. Jessore Zone
1. Bazar
2. Benapole Bazar
3. Bimanghati
4. Daratana Road
5. Gadkhali Bazar
6. Ganganandapur
7. Hashimpur
8. Jessore
9. Jhikargacha
10. Jhumjhumpur
11. JSTU
12. Keshabpur
13. Nowapara
14. Protappur
15. Pulerhat
16. Rail Bazar
17. Rajarhat
18. Sheikh Hati
31. Jhenaidah Zone
1. Bazar Gopalpur
3. Bhaynarmor
4. Chaprail
5. Hajipur
6. Halidhani Bazar
7. Hamdah Bus
Stand
8. Isakhada
9. Jhenaidah
10. Kabirpur Bazar
11. Kaligonj
12. Kannadaha
13. Magura
14. Sadhuhati
32. Joypurhat Zone
1. Akkelpur
2. Awlai
3. Chawk Barkat
4. Joypurhat
5. Joypurhat Girls
Cadet College
6. Kalai
7. Kusumba
8. Matrai
9. Panchbibi
33. Khulna North
Zone
1. Baikali
2. Daulatpur
3. Goal Para
4. Jessore Road
6. Kazdia
7. Khalishpur
8. Moheswarpasha
9. Neval Base
10. Fulbarigate
11. Fultola
13. Terokhada
34. Khulna South
Zone
1. Bajua Bazar
2. Banargati Bazar
3. Baka Bazar
4. Batbunia Bazar
5. Chuknagar
6. Farajipara
7. Jaigir Mohal
8. Kapilmuni
9. Khanjahan Ali
Road
10. Khulna Medical
College & Hospital
Match)
13. Rupsha Strand
Road
14. Shamsur Rahman
Road
1. Bazitpur
2. Bhairab Bazar
3. Charpumdi
4. Hossainpur
5. Karimgonj
6. Katiadi Bazar
7. Kishoregonj
8. Kuliarchar
9. Mirzapur
10. Mathkhola
11. Nikli
12. Pakundia
36. Kurigram Zone
1. Bhitorbondhat
2. Bhurungamari
3. Chilmari
4. Kurigram
5. Lalmonirhat
6. Nageswari
7. Nazimkhan
8. Fulbari
9. Rajarhat
10. Ulipur
37. Kushtia Zone
1. Allahar Dargah
2. Bara Bazar
3. Baragangadia
4. Bheramara
5. Daulatpur
6. Golapnagar Bazar
8. Khalishakundi
9. Kumarkhali
10. Mathurapur
11. Mazampur
12. Mirpur
13. New Market
14. Panti
15. Patikabari
16. Pragpur
17. S.C.B Road
18. Shilaidaha
19. Station Road
20. Thanapara
21. Ujangram
38. Laxmipur Zone
1. Bhabanigonj
2. Chandragonj
3. Dalal Bazar
4. Dasherhat
5. Doshghoria
6. Khilpara Bazar
7. Laxmipur
8. Mandari Bazar
9. Panpara Bazar
10. Raipur
11. Ramgonj
12. Ramgoti
13. Sompara
39. Madaripur Zone
1. Barhamgonj
2. Damudda
3. Jajira
4. Kalkini
4. Borodarogar Hat
5. Cadet College
6. Colonnel Hat
7. Durgapur
8. Fouzdarhat
9. Hathazari
10. Madambibir Hat
11. Modunaghat
12. Nazir Hat
14. Samitirhat
15. Sitakundu
16. Swandeep
14. Ctg. South Zone
1. Amirabad
2. Anwara
3. Boalkhali
4. Coxs Bazar
5. Dewanhat
6. Gunagori
7. Keranirhat
8. Khutakhali
9. Marichya
10. Minnat Ali Hat
11. Mirzakhil
12. Patia
13. Sarwatoli
14. Sattarhat
15. Teknaf
15. Chuadanga Zone
1. Alamdanga
2. Andulbaria
3. Asmankhali
4. Bamon Para
5. Bamundi Bazar
6. Chuadanga
7. Darshana
8. Hardi
9. Jibon Nagar
10. Kedargonj
11. Khashkorara
Bazar
12. Meherpur
13. Mujib Nagar
14. Radhakantapur
Bazar
16. Comilla North
Zone
1. BSCIC
2. Balutupa
3. Bataichari Bazar
4. Batakandi
5. Burichong
6. Chandina
7. Daudkandi
8. Debiddar
9. Homna
10. Madhabpur
11. Nimshar
12. Rajgonj
13. Rup Babu Bazar
14. Shankuchail
15. Zahapur
17. Comilla South
Zone
1. Amratali Bazar
2. Bakshagonj
3. Hasanpur
4. Housing Estate
5. Jhalam Bazar
6. Kashinagar
7. Khila Bazar
8. Laksham
9. Manoharpur
10. Munshir Hat
11. Nangal Coat
12. Nasratpur
13. Nather Petua
14. Paduar Bazar
15. Tomsom Bridge
18. Dhaka Central
Zone
1. Agamashi Lane
2. Bangla Academy
3. Central Law
College
4. Dhaka University
5. Elephant Road
6. Jatiya Jadughar
8. Mouchak
9. New Eskaton
10. New Market
12. Panthapath
13. Rajuk Bhaban
14. Shantinagar
15. Sonargaon Road
19. Dhaka East Zone
1. Farashgonj
2. Thatari Bazar
3. Basaboo
4. Dholairpar
5. Faridabad
6. Hatkhola
7. Jatrabari
8. Kadamtali
9. Kamlapur
10. Matuail
11. Narinda
12. Pyaridas Road
13. Rayshaheb Bazar
14. S. S. College
1. B.A.F.
2. Badda
3. Farmgate
4. Gulshan
5. ICDDRB
6. Kurmitola
7. Malibagh
8. Mirpur
9. Mohakhali
10. Pallabi
11. Rampura T.V.
12. Senpara
13. Shewrapara
1. Antabarrah
2. Babu Bazar
3. Becharam Dewri
4. Begum Bazar
5. Chowdhury Bazar
6. Chowk Bazar
7. Imamgonj
8. Islampur
9. Jagannath
University
10. Joypara
11. Narisha Bazar
13. Posta
15. Zinzira
22. Dhaka West Zone
1. Bank Town
2. Dhamrai
3. Dhanmondi
4. Gabtoli
6. Kamrangirchar
7. Mohammadpur
8. Nawabgonj Road
9. Pathalia
10. Rayer Bazar
11. Satmosjid Road
12. Savar
13. Shyamoli
14. Shimulia
23. Dinajpur Zone
1. Amtali
2. Bhushir Bandar
3. Birampur
4. Hakimpur
5. Kamalpur Hat
6. Madilahat
7. Maldahpatty
8. Munshipara
9. Nobabgonj
10. Parbatipur
11. Pulhat
12. Fulbari
13. Puratan Bazar
14. Setabgonj
15. Station Road
16. Tajpurhat
24. Faridpur Zone
1. Badarpur
2. Ahladipur
3. Bhanga
4. Boalmari
5. Bus Stand
6. Charbhadrashan
7. Faridpur
8. Gharua
9. Kalukhali
10. Maligram
11. Nagarkanda
12. Naliajamalpur
13. Pangsha
14. Rajbari
15. Sadarpur
17. Zila Parisad
25. Feni Zone
1. Badamtoli
2. Bairagirhat
3. Bashurhat
4. Chhagalnaiya
5. Chowmuhani
6. Dagonbhuiyan
7. Deltagate
8. Feni
9. Kamlapatty
10. Kashipur Bazar
11. Parshuram
12. Senbag
13. Sonagazi
1. Bagerhat Zone
1. Bagerhat
2. Badhal Bazar
3. Chitolmari
4. Chulkati Bazar
5. Deypara Bazar
6. Goalmath
7. Jatrapur
8. Main Road
9. Mongla Port
10. Morelgonj
11. Munigonj
12. Polerhat Bazar
13. Sannyashi Bazar
2. Barisal Zone
1. Amua Bazar
2. Banoripara
3. Batajore
4. Bottola
5. Chawk Bazar
6. Gournadi
7. Jhalokathi
8. Kashipur Bazar
9. Lebubuniyahat
10. Matherkathi
11. Nalcity
12. Puran Bazar
13. Rupatoli
14. Sadar Road
15. Shekher Hat
16. Torki Bandar
17. Ulania
3. Bhola Zone
1. Bhola
2. Borhanuddin
3. Char
Shashibhushan
5. Doulatkhan
6. Kalinath Rayer
Bazar
7. Khairhat
8. Lalmohan
9. WAPDA
4. Bogra North Zone
1. Badurtola
2. Chamrul
3. Chelopara
4. Dupchachiya
5. Ghoradhaphat
6. Mohasthangar
7. Nishindara
8. Poradaha Hat
9. Raza Bazar
10. Shibbati
11. Sonatala
12. Talora
13. Thana Road
15. Zianagar
5. Bogra South Zone
1. Bagbari
2. Bhatra
3. Bogra Cantonment
4. Dhunot
5. Khandar
6. Madla
7. Majhira
8. Mirzapur
9. Nondigram
10. Noymile Hat
11. Sonka
13. Sherpur
14. Sultangonj
15. Taroni Hat
6. Borguna Zone
1. Amtali
2. Barguna
3. Betagi
4. Gazipur Hat
5. Kakchira
6. Pathorghata
7. Taltali Bazar
7. Brahmanbaria
Zone
1. Akhaura
2. Ashugonj
3. Bancharampur
4. Bangura Bazar
5. Bitghar
6. Brahmanbaria
7. Chandura Bazar
8. Jagat Bazar
9. Kashba
10. Lalpur Bazar
11. Nabinagar
12. Salimgonj
13. Shahpur
14. Shibpur
15. T.A.Road
8. Chandpur Zone
1. Algi Bazar
2. Babur Hat
3. Balithuba
4. Beltali Bazar
5. Chandra Bazar
6. Changarchar
Bazar
7. Farakkabad
8. Hajigonj
9. Kachuya
10. Khajuria Bazar
11. Matlab Bazar
12. Meher
13. Munshirhat
15. Narayanpur
16. Natun Bazar
17. Ramchandrapur
Bazar
18. Rupsha Bazar
19. Sreeramdee
20. Station Road
9. Chapai
Nawabgonj Zone
1. Amnura
2. Baroghoria
3. Binodpur
4. Chapai Nawabgonj
5. Chowdala
6. Gobratola
7. Khamar
8. Mobarakpur
9. Manakasha
10. Rajarampur
11. Rahanpur
12. Sadarghat
13. Shibgonj
10. Ctg. East & H/T
Zone
1. Aziznagar
2. Bandarban
3. Banorupa
4. Chandraghona
5. Gahira F.K.J.
Madrasha
6. Ishakhali
7. Kaptai
8. Khagrachari
9. Ramgar
10. Rangamati
11. Rauzan
12. Shantiniketon
Zone
1. Amanat Khan
Sarak
2. Bahaddarhat
3. Chaktai
4. Chatteswari Road
5. Firingi Bazar
6. Jublee Road
7. Kapashgola
8. Khatungonj
9. Lalkhan Bazar
10. Press Club
11. Riazuddin Bazar
12. Sadarghat
13. Ishanagar
Zone
1. Artilary Center
2. Askardighi
4. Ctg. Air Base
5. Fateyabad
6. Halishahar
7. Industrial Area
8. Jalalabad
9. Khulshi
10. Medical College
11. Pahartali
12. Port
13. Sk.Mujib Sarak
14. Steel Mills
13. Ctg. North Zone
1. Amirhat
2. Azadi Bazar
3. Barayer Hat
5. Madaripur
6. Mulfatgonj
7. Naria
8. New Market
9. Shariatpur
10. Tekerhat
40. Manikgonj Zone
1. Arichaghat
2. Basta Bus Stand
3. Boyra
4. Charigram
5. Jhitka Bazar
6. Krishnapur
7. Manikgonj
8. Manikgonj Bus
Stand
9. Maniknagar
10. Saturia
11. Singair
1. Bhanugach Bazar
2. Bhukshimoil
3. Giasnagar
4. Gopaya
5. Hobigonj
6. Kailashgonj
7. Katarkona
8. Karmadha
9. Kulaura
10. Mostafapur
11. Moulvi Bazar
12. Munshi Bazar
13. Nabigonj
14. Fultala Bazar
15. Rabir Bazar
16. Shayestagonj
18. Sreemongal
42. Munshigonj Zone
1. Baligaon Bazar
2. Dighirpar Bazar
3. Hasail Bazar
4. Hashara Bazar
5. Hossaindi Bazar
6. Kalma Bazar
7. Kolapara Bazar
8. Mirkadim
9. Muktarpur
10. Munshigonj
11. Munshirhat
12. Ramgopalpur
13. Simpara Bazar
14. Sreenagar
43. Mymensingh Zone
1. Atharobari
2. Bhaitkandi
3. Bhaluka
4. Bidyagonj Bazar
5. C.K.Ghosh Road
6. Chhoto Bazar
7. Dhara Bazar
8. Gaffargaon
9. Mymensingh Girls
Cadet College
10. Kaligonj Bazar
11. Kashigonj
12. Mechua Bazar
13. Medical Collage
14. Muktagacha
15. Mymensingh
16. Phulpur
17. Trisal
44. Narail Zone
1. Auria
2. Bagharpara
3. Bhangura Bazar
4. Gazirhat
5. Jogania
6. Kolabaria
7. Kalia
8. Lohagarah
9. Narail
10. Ratdanga
1. Araihajar
2. B.K.Road
3. Court Road
4. Demra
5. Kalir Bazar
6. Kanchan
7. Mirjumla Road
8. Shastapur
Station
10. Sonargaon
11. Tanbazar
46. Narsingdi Zone
1. Amirgonj
2. Baburhat
3. Chalakchar Bazar
4. Manohordi
5. Musapur Bazar
6. Narsingdi
7. Palash Bazar
8. Radhagonj
9. Shibpur
10. Station Road
47. Natore Zone
1. Bagatipara
2. Gopalpur
3. Halsha
4. Laxmikole
5. Lokmanpur Bazar
6. Natore
8. Nazirpur
9. North Bengal
Sugar Mills
10. Quadirabad
Cantonment
11. Rajapur Hat
12. Singra
48. Netrokona Zone
1. Barhatta
2. Birishiri
3. Durgapur
4. Fakirer Bazar
5. Jhanjail
6. Kendua
7. Mohangonj
8. Netrokona
9. Purbadhala
10. Rupgonj Bazar
11. Teosree Bazar
49. Naogaon Zone
1. Ahsangonj
2. Aihai
3. Boalia
4. Bus Stand
5. Kashab
6. Mainamhat
7. Matajeehat
8. Naogaon
9. Nithpur
10. Patnitola
11. Porsha
12. Sapahar
50. Noakhali Zone
1. Amishapara
2. Badalkot Bazar
3. Bazra Bazar
4. Chatkhil
5. Datterhat
6. Gopalpur Bazar
7. Hatia
8. Joyag Bazar
9. Maijdee Court
10. Nadana Bazar
11. Noakhali STU
12. Sonaimuri
13. Zilla Board
51. Pabna Zone
1. Abdul Hamid Road
2. Ataikula
3. Atghoria
4. Bera
5. Boral Bridge
6. Chatmohor
7. College Gate
8. Court Road
9. Dashuria
10. Dublia Bazar
11. H.M.M.Road
12. Ishwardi
13. Kashinathpur
Bazar
14. Mirzapur Hat
15. Muladuly
16. Nagarbari Ghat
17. Nazirgonj
18. Pushpaparahat
19. Rail Bazar
20. Ruppur
21. Shibrampur
22. Shyamgonj Hat
23. Sujanagar
24. Trimohoni
52. Patuakhali Zone
1. Alipur Bandar
2. Bauphal
3. Dashmina
4. Golachipa
5. Kanakdia
6. Khepupara
7. Kuakata
8. Mirzagonj
9. Nutan Bazar
10. New Market
11. PSTU
12. Puran Bazar
53. Pirojpur Zone
1. Bhandaria
2. Kaukhali
3. Main Road
4. Mathbaria
5. Mirukhali
6. Parerhat
7. Zillia Parishad
54. Rajshahi Zone
1. Baju Bagha
2. Baliaghata
3. Baneshwar Bazar
4. Charghat
5. Horian
6. Laxmipur
7. Malopara
8. Nagar Bhaban
9. Nawhatta
10. New Market
11. Puthia
12. Raighati
14. Rajshahi
University
15. Talaimari
16. WAPDA (IRRI)
55. Rangpur Zone
1. Alam Nagar
2. Badargonj
4. Central Road
5. Jaldhaka
6. Medical College
Hospital
7. Nekmamud Hat
8. Nilphamari
9. Pawtana Hat
10. Peergacha
11. Rangpur Cadet
College
12. Rangpur Main
13. Sayedpur
14. Sayedpur
Cantonment
15. Shaner Hat
16. Taragonj
56. Satkhira Zone
1. Bangshipur Bus
Stand
2. Bhetkhali
3. Debhata
4. Gazir Hat
5. Moutala
6. Munshigonj Bazar
7. Noor Nagar
8. Patkel Ghata
9. Satkhira
10. Shyamnagar
57. Sherpur Zone
1. Kakorkandi
2. Nandir Bazar
3. Nolitabari
4. Nonni Bazar
5. Sherpur
6. Tinani Bazar
58. Sirajgonj Zone
1. Bahuli
2. Beltail
3. Brammogacha
4. Chandaikona
5. Dhubil
6. Enayetpur
7. Ghurkha
8. Kalibari
9. Khidramatia
10. New Market
11. Nimgachi
12. Pangashi Hat
13. Purjana Bhat Para
14. Raigonj
15. S.S.Road
16. Shahjadpur
17. Sameshpur
18. Station Road
19. Talgachi Bazar
20. Ullapara
59. Sylhet East Zone
1 Bandar Bazar
2. Beani Bazar
3. Chawk Bazar
4. Deulgram Bazar
5. Dhaka Dokhin
6. Fenchugonj
7. Gasbari Bazar
8. Godown Bazar
9. Golapgonj
10. Hetimgonj
11. Jalalpur Bazar
12. Kakordi Bazar
13. Kuchai
14. Mathiura (Eidgah)
15. Ramdha Bazar
16. Saraker Bazar
17. Shahgoli Bazar
18. Shibgonj
19. Station Road
60. Sylhet West Zone
1. Ambari Bazar
2. Ambarkhana.
3. Bairagir Bazar
4. Balagonj
5. Biswanath
6. Boaljur Bazar
7. Chattak
8. Derai
9. Duara Bazar
10. Goala Bazar
11. Haripur Gas Field
12. Kaligonj Bazar
13. Kazir Bazar
14. Lala Bazar
15. Salutikar Bazar
16. Subid Bazar
17. Sunamgonj
18. Umarpur Bazar
19. Zaflong
20. Zinda Bazar
61. Tangail Zone
1. Aishara
2. Bashail
3. Bhuapur
4. Dhuburia
5. Ghatail
6. Gopalpur
7. Hemnagar
8. Kanchanpur
9. Karatia
10. Kaualzani
11. Madhupur
12. Mirzapur
13. Mirzapur Cadet
College
14. Mahera
15. Mymensingh
Sarak
16. Nagarpur
17. Nalua Bazar
18. Sakhipur Bazar
19. Salimabad
20. Suruj Bazar
21. Tangail
22. Warshi
23. Zamurki
62. Thakurgaon Zone
1. Chaklahat
2. Horipur
3. Jagodalhat
4. Mirzapur
5. Munshir Hat
6. Panchagar
7. Pirgonj
8. Shalbahanhat
9. Thakurgaon
10. Tunirhat
321
26. Gaibandha Zone
1. Bonarpara
2. Dholbhanga
3. Fulcharighat
4. Gaibandha
5. Kamarpara
6. Naldanga
7. Panchpir Bazar
8. Rasulpur
9. Sadullapur
10. Saghatta
11. Sundargonj
27. Gazipur Zone
1. Board Bazar
2. Bormi Bazar
3. Dolan Bazar
4. DUET
5. Gazipur
6. Ghagtia Chalar
Bazar
7. Goshinga
8. Kaoraid
9. Kapasia
10. Kashimpur
11. Maona Bazar
12. Nagari
13. Rajabari
14. Sreepur
15. Tokenayan Bazar
16. Tongi
28. Gopalgonj Zone
1. Bangram Bazar
2. Gopalgonj
3. Jalirpar
4. Jhutigram
5. Kashiani
6. Kotalipara
7. Mukshudpur
8. Poura Super
Market
9. Tungipara
29. Jamalpur Zone
1. Balijhuri Bazar
2. Bus Stand
3. Hazipur Bazar
4. Islampur Bazar
5. Jagannathgonj
Ghat
6. Jamalpur
7. Jamtoli Bazar
Factory
9. Lahirikanda
10. Pingna
11. Piyarpur
12. Sarishabari
13. Shahbazpur
14. Station Road
30. Jessore Zone
1. Bazar
2. Benapole Bazar
3. Bimanghati
4. Daratana Road
5. Gadkhali Bazar
6. Ganganandapur
7. Hashimpur
8. Jessore
9. Jhikargacha
10. Jhumjhumpur
11. JSTU
12. Keshabpur
13. Nowapara
14. Protappur
15. Pulerhat
16. Rail Bazar
17. Rajarhat
18. Sheikh Hati
31. Jhenaidah Zone
1. Bazar Gopalpur
3. Bhaynarmor
4. Chaprail
5. Hajipur
6. Halidhani Bazar
7. Hamdah Bus
Stand
8. Isakhada
9. Jhenaidah
10. Kabirpur Bazar
11. Kaligonj
12. Kannadaha
13. Magura
14. Sadhuhati
32. Joypurhat Zone
1. Akkelpur
2. Awlai
3. Chawk Barkat
4. Joypurhat
5. Joypurhat Girls
Cadet College
6. Kalai
7. Kusumba
8. Matrai
9. Panchbibi
33. Khulna North
Zone
1. Baikali
2. Daulatpur
3. Goal Para
4. Jessore Road
6. Kazdia
7. Khalishpur
8. Moheswarpasha
9. Neval Base
10. Fulbarigate
11. Fultola
13. Terokhada
34. Khulna South
Zone
1. Bajua Bazar
2. Banargati Bazar
3. Baka Bazar
4. Batbunia Bazar
5. Chuknagar
6. Farajipara
7. Jaigir Mohal
8. Kapilmuni
9. Khanjahan Ali
Road
10. Khulna Medical
College & Hospital
Match)
13. Rupsha Strand
Road
14. Shamsur Rahman
Road
1. Bazitpur
2. Bhairab Bazar
3. Charpumdi
4. Hossainpur
5. Karimgonj
6. Katiadi Bazar
7. Kishoregonj
8. Kuliarchar
9. Mirzapur
10. Mathkhola
11. Nikli
12. Pakundia
36. Kurigram Zone
1. Bhitorbondhat
2. Bhurungamari
3. Chilmari
4. Kurigram
5. Lalmonirhat
6. Nageswari
7. Nazimkhan
8. Fulbari
9. Rajarhat
10. Ulipur
37. Kushtia Zone
1. Allahar Dargah
2. Bara Bazar
3. Baragangadia
4. Bheramara
5. Daulatpur
6. Golapnagar Bazar
8. Khalishakundi
9. Kumarkhali
10. Mathurapur
11. Mazampur
12. Mirpur
13. New Market
14. Panti
15. Patikabari
16. Pragpur
17. S.C.B Road
18. Shilaidaha
19. Station Road
20. Thanapara
21. Ujangram
38. Laxmipur Zone
1. Bhabanigonj
2. Chandragonj
3. Dalal Bazar
4. Dasherhat
5. Doshghoria
6. Khilpara Bazar
7. Laxmipur
8. Mandari Bazar
9. Panpara Bazar
10. Raipur
11. Ramgonj
12. Ramgoti
13. Sompara
39. Madaripur Zone
1. Barhamgonj
2. Damudda
3. Jajira
4. Kalkini
4. Borodarogar Hat
5. Cadet College
6. Colonnel Hat
7. Durgapur
8. Fouzdarhat
9. Hathazari
10. Madambibir Hat
11. Modunaghat
12. Nazir Hat
14. Samitirhat
15. Sitakundu
16. Swandeep
14. Ctg. South Zone
1. Amirabad
2. Anwara
3. Boalkhali
4. Coxs Bazar
5. Dewanhat
6. Gunagori
7. Keranirhat
8. Khutakhali
9. Marichya
10. Minnat Ali Hat
11. Mirzakhil
12. Patia
13. Sarwatoli
14. Sattarhat
15. Teknaf
15. Chuadanga Zone
1. Alamdanga
2. Andulbaria
3. Asmankhali
4. Bamon Para
5. Bamundi Bazar
6. Chuadanga
7. Darshana
8. Hardi
9. Jibon Nagar
10. Kedargonj
11. Khashkorara
Bazar
12. Meherpur
13. Mujib Nagar
14. Radhakantapur
Bazar
16. Comilla North
Zone
1. BSCIC
2. Balutupa
3. Bataichari Bazar
4. Batakandi
5. Burichong
6. Chandina
7. Daudkandi
8. Debiddar
9. Homna
10. Madhabpur
11. Nimshar
12. Rajgonj
13. Rup Babu Bazar
14. Shankuchail
15. Zahapur
17. Comilla South
Zone
1. Amratali Bazar
2. Bakshagonj
3. Hasanpur
4. Housing Estate
5. Jhalam Bazar
6. Kashinagar
7. Khila Bazar
8. Laksham
9. Manoharpur
10. Munshir Hat
11. Nangal Coat
12. Nasratpur
13. Nather Petua
14. Paduar Bazar
15. Tomsom Bridge
18. Dhaka Central
Zone
1. Agamashi Lane
2. Bangla Academy
3. Central Law
College
4. Dhaka University
5. Elephant Road
6. Jatiya Jadughar
8. Mouchak
9. New Eskaton
10. New Market
12. Panthapath
13. Rajuk Bhaban
14. Shantinagar
15. Sonargaon Road
19. Dhaka East Zone
1. Farashgonj
2. Thatari Bazar
3. Basaboo
4. Dholairpar
5. Faridabad
6. Hatkhola
7. Jatrabari
8. Kadamtali
9. Kamlapur
10. Matuail
11. Narinda
12. Pyaridas Road
13. Rayshaheb Bazar
14. S. S. College
1. B.A.F.
2. Badda
3. Farmgate
4. Gulshan
5. ICDDRB
6. Kurmitola
7. Malibagh
8. Mirpur
9. Mohakhali
10. Pallabi
11. Rampura T.V.
12. Senpara
13. Shewrapara
1. Antabarrah
2. Babu Bazar
3. Becharam Dewri
4. Begum Bazar
5. Chowdhury Bazar
6. Chowk Bazar
7. Imamgonj
8. Islampur
9. Jagannath
University
10. Joypara
11. Narisha Bazar
13. Posta
15. Zinzira
22. Dhaka West Zone
1. Bank Town
2. Dhamrai
3. Dhanmondi
4. Gabtoli
6. Kamrangirchar
7. Mohammadpur
8. Nawabgonj Road
9. Pathalia
10. Rayer Bazar
11. Satmosjid Road
12. Savar
13. Shyamoli
14. Shimulia
23. Dinajpur Zone
1. Amtali
2. Bhushir Bandar
3. Birampur
4. Hakimpur
5. Kamalpur Hat
6. Madilahat
7. Maldahpatty
8. Munshipara
9. Nobabgonj
10. Parbatipur
11. Pulhat
12. Fulbari
13. Puratan Bazar
14. Setabgonj
15. Station Road
16. Tajpurhat
24. Faridpur Zone
1. Badarpur
2. Ahladipur
3. Bhanga
4. Boalmari
5. Bus Stand
6. Charbhadrashan
7. Faridpur
8. Gharua
9. Kalukhali
10. Maligram
11. Nagarkanda
12. Naliajamalpur
13. Pangsha
14. Rajbari
15. Sadarpur
17. Zila Parisad
25. Feni Zone
1. Badamtoli
2. Bairagirhat
3. Bashurhat
4. Chhagalnaiya
5. Chowmuhani
6. Dagonbhuiyan
7. Deltagate
8. Feni
9. Kamlapatty
10. Kashipur Bazar
11. Parshuram
12. Senbag
13. Sonagazi
1. Bagerhat Zone
1. Bagerhat
2. Badhal Bazar
3. Chitolmari
4. Chulkati Bazar
5. Deypara Bazar
6. Goalmath
7. Jatrapur
8. Main Road
9. Mongla Port
10. Morelgonj
11. Munigonj
12. Polerhat Bazar
13. Sannyashi Bazar
2. Barisal Zone
1. Amua Bazar
2. Banoripara
3. Batajore
4. Bottola
5. Chawk Bazar
6. Gournadi
7. Jhalokathi
8. Kashipur Bazar
9. Lebubuniyahat
10. Matherkathi
11. Nalcity
12. Puran Bazar
13. Rupatoli
14. Sadar Road
15. Shekher Hat
16. Torki Bandar
17. Ulania
3. Bhola Zone
1. Bhola
2. Borhanuddin
3. Char
Shashibhushan
5. Doulatkhan
6. Kalinath Rayer
Bazar
7. Khairhat
8. Lalmohan
9. WAPDA
4. Bogra North Zone
1. Badurtola
2. Chamrul
3. Chelopara
4. Dupchachiya
5. Ghoradhaphat
6. Mohasthangar
7. Nishindara
8. Poradaha Hat
9. Raza Bazar
10. Shibbati
11. Sonatala
12. Talora
13. Thana Road
15. Zianagar
5. Bogra South Zone
1. Bagbari
2. Bhatra
3. Bogra Cantonment
4. Dhunot
5. Khandar
6. Madla
7. Majhira
8. Mirzapur
9. Nondigram
10. Noymile Hat
11. Sonka
13. Sherpur
14. Sultangonj
15. Taroni Hat
6. Borguna Zone
1. Amtali
2. Barguna
3. Betagi
4. Gazipur Hat
5. Kakchira
6. Pathorghata
7. Taltali Bazar
7. Brahmanbaria
Zone
1. Akhaura
2. Ashugonj
3. Bancharampur
4. Bangura Bazar
5. Bitghar
6. Brahmanbaria
7. Chandura Bazar
8. Jagat Bazar
9. Kashba
10. Lalpur Bazar
11. Nabinagar
12. Salimgonj
13. Shahpur
14. Shibpur
15. T.A.Road
8. Chandpur Zone
1. Algi Bazar
2. Babur Hat
3. Balithuba
4. Beltali Bazar
5. Chandra Bazar
6. Changarchar
Bazar
7. Farakkabad
8. Hajigonj
9. Kachuya
10. Khajuria Bazar
11. Matlab Bazar
12. Meher
13. Munshirhat
15. Narayanpur
16. Natun Bazar
17. Ramchandrapur
Bazar
18. Rupsha Bazar
19. Sreeramdee
20. Station Road
9. Chapai
Nawabgonj Zone
1. Amnura
2. Baroghoria
3. Binodpur
4. Chapai Nawabgonj
5. Chowdala
6. Gobratola
7. Khamar
8. Mobarakpur
9. Manakasha
10. Rajarampur
11. Rahanpur
12. Sadarghat
13. Shibgonj
10. Ctg. East & H/T
Zone
1. Aziznagar
2. Bandarban
3. Banorupa
4. Chandraghona
5. Gahira F.K.J.
Madrasha
6. Ishakhali
7. Kaptai
8. Khagrachari
9. Ramgar
10. Rangamati
11. Rauzan
12. Shantiniketon
Zone
1. Amanat Khan
Sarak
2. Bahaddarhat
3. Chaktai
4. Chatteswari Road
5. Firingi Bazar
6. Jublee Road
7. Kapashgola
8. Khatungonj
9. Lalkhan Bazar
10. Press Club
11. Riazuddin Bazar
12. Sadarghat
13. Ishanagar
Zone
1. Artilary Center
2. Askardighi
4. Ctg. Air Base
5. Fateyabad
6. Halishahar
7. Industrial Area
8. Jalalabad
9. Khulshi
10. Medical College
11. Pahartali
12. Port
13. Sk.Mujib Sarak
14. Steel Mills
13. Ctg. North Zone
1. Amirhat
2. Azadi Bazar
3. Barayer Hat
Annual Report 2012
322
Glossary of
Acronyms
ABL Agrani Bank Limited
ABS Agrani Bank Sanchaya Scheme
AD Authorized Dealer
ADBS Agrani Double Benefit Scheme
ADP Annual Development Program
AEIL Agrani Equity & Investment Limited
ALCOM Asset-Liability Management Committee
ALM Asset-Liability Management
AML Anti-Money Laundering
APS Agrani Bank Pension Shanchaya Scheme
AMLC Anti-Money Laundering Committee
ATM Automated Teller Machine
BACH Bangladesh Automated Clearing House
BACPS Bangladesh Automated Cheque Processing System
BAMLCO Branch Anti-Money Laundering Compliance Officer
BAS Bangladesh Accounting Standards
BB Bangladesh Bank
BBS Bangladesh Bureau of Statistics
BCBS Basel Committee on Banking Supervision
BDT Bangladesh Taka
BEFTN Bangladesh Electronic Fund Transfer Network
BFRS Bangladesh Financial Reporting Standards
BIA Basic Indicator Approach
BIS Bank for International Settlements
B/L Bad/Loss
BMRE Balancing, Modernization, Rehabilitation & Expansion
BOD Board of Directors
BRPD Banking Regulation and Policy Department
BSA Bangladesh Standards on Auditing
BSP Bangladesh Sanchaya Patra
CAMLCO Chief Anti-Money Laundering Compliance Officer
CAR Capital Adequacy Ratio
CBS Core Banking Software
CCR Credit Concentration Risk
CDBL Central Depository Bangladesh Limited
CDR Credit Deposit Ratio
CFP Contingency Funding Plans
CFT Combating Finance of Terrorism
CIB Credit Information Bureau
CMU Capital Management Unit
CP1 Credit Policy
CP2 Core Principles
CPF Contributory Provident Fund
CPI Consumer Price Index
CPTU Central Procurement Technical Unit
CRAB Credit Rating Agency of Bangladesh Limited
CRECOM Credit Committee
CRG Credit Risk Grading
CRM Credit Risk Management
CRMC Credit Risk Management Committee
CRMD Credit Risk Management Department
CRMG Core Risk Management Guidelines
CRISL Credit Rating Information and Services Limited
CRO Chief Risk Officer
CRR Cash Reserve Requirement
CSR Corporate Social Responsibility
CTR Cash Transaction Report
DCFCL Departmental Control Function Check List
DP Depository Participants
DRS Disaster Recovery Site
DTL Demand and Time Liabilities
DSE Dhaka Stock Exchange
EAD Exposure at Default
EAS Early Alert System
ECAI External Credit Assessment Institution
EDF Export Development Fund
EEF Equity Entrepreneurship Fund
EFT Electronic Fund Transfer
e-GP Electronic Government Procurement
EMV Euro Pay, Master Card and Visa
EPS Earnings Per Share
ERM Environmental Risk Management
ERQ Exporters Retention Quota
ETPs Effluent Treatment Plants
FBP Foreign Bills Purchased
FDI Foreign Direct Investment
FY Financial Year (July-June)
GBC Global Business Challenge
GDP Gross Domestic Product
GFSR Global Financial Stability Report
GOB Government of Bangladesh
GPF General Provident Fund
GR General Reserve
GSE Government Sponsored Enterprise
HFT Held for Trading
HTM Held to Maturity
IAS International Accounting Standards
IBP Inland Bills Purchased
ICAAP Internal Capital Adequacy Assessment Process
ICAB Institute of Chartered Accountants of Bangladesh
ICC Internal Control & Compliance
ICMAB Institute of Cost & Management Accountants of Bangladesh
ICT Information & Communication Technology
ICT Internal Control Team
ICU Internal Control Unit
IFMS Instant Financial Messaging System
IFRS International Financial Reporting Standards
IMF International Monetary Fund
IPO Initial Public Offering
IRB Internal Rating Based
IRR Interest Rate Risk
IRRBB Interest Rate Risk in the Banking Book
IT Information Technology
KPI Key Performance Indicators
KYC Know Your Customer
LAN Local Area Network
LDCL Loan Document Check List
LGD Loss Given Default
LIBOR London Inter-Bank Offering Rates
LIC Low Income Country
LIM Loan against Imported Merchandise
LTR Loan against Trust Receipt
MANCOM Management Committee
MCO Maximum Cumulative Outflow
MDA Modified Duration of Assets
MDL Modified Duration of Liabilities
MCR Minimum Capital Requirement
MDS Monthly Deposit Scheme
MICR Magnetic Ink Character Recognition
MIS Monthly Deposit Scheme
MIS Management Information System
MOU Memorandum of Understanding
MTMF Medium Term Macro Economic Framework
MYR Malaysian Ringgit
NBFI Non-Banking Financial Institution
NCB Nationalized Commercial Bank
NFCD Non-Resident Foreign Currency Deposit Account
NII Net Interest Income
NPA Non-Performing Assets
NPL Non-Performing Loan
OBS Off-Balance Sheet
OBU Offshore Banking Unit
PC Packing Credit
PCB Private Commercial Bank
PD Primary Dealer
PD Probability of Default
PEP Politically Exposed Persons
PLST Political, Legal, Social and Technological Analysis
POS Point of Sales
PRL Post Retirement Leave
PPP Public Private Partnership
PRSP Poverty Reduction Strategy Paper
PSP Protirakkha Sanchaya Patra
PUC Paid Up Capital
PV Present Value
QOR Quarterly Operations Report
RAF Risk Appetite Framework
RBCA Risk Based Capital Adequacy
RBIA Risk Based Internal Audit
RE Retained Earnings
R&D Research and Development
Repo Re-purchase Agreement
RMC Risk Management Committee
RMD Risk Management Department
RMG Ready Made Garments
RMU Risk Management Unit
ROA Return on Assets (excluding contingent items)
RoE Return on Equity
RoI Return on Investment
ROD Right Share Offer Document
RPGCL Rupantarita Prakkritik Gas Company Limited
RSA Rate Sensitive Assets
RSL Rate Sensitive Liabilities
RU Recovery Unit
RW Risk Weighted
RWA Risk Weighted Assets
SA Standardized Approach
SAF Super Annuation Fund
SAFA South Asian Federation of Accountants
SCB State-Owned Commercial Bank
SEC Securities and Exchange Commission
SEDP Small Enterprise Development Program
SGD Singapore Dollar
SLR Statutory Liquidity Ratio
SREP Supervisory Review Evaluation Process
SRP Supervisory Review Process
SMA Special Mention Account
SME Small and Medium Enterprise
SMS Short Message Service
SOE State Owned Enterprise
SOP Standard Operating Procedure
SREP Supervisory Review Evaluation Process
SRP Supervisory Review Process
STD Short Term Deposit
STR Suspicious Transaction Report
SWAP Sell with a Purchase
SWIFT Society for Worldwide Inter-bank Financial
Telecommunication
SWOT Strengths, Weaknesses, Opportunities,
Threats Analysis
ToR Terms of Reference
TP Transaction Profile
UCP Uniform Customs and Practice
VaR Value at Risk
WAN Wide Area Network
WBG Wholesale Borrowing Guidelines
WEO World Economic Outlook
WTO World Trade Organization

Agrani Bank Limited Annual Report 2012

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Agrani Bank Limited Annual Report 2012

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Annual Report

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(b) Lending and risk management

(c) Internal control management

(e) Financial management

(f) Formation of supporting committees

137 Annual Report 2012

(b) The Chairman may conduct on-site inspection of any Bank-

(c) The Chairman may be offered an offce-room, a personal

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