CHAPTER-1: INTRODUCTION

Theoretical Framework

Commercial Banks mediate or stand between ultimate borers and ultimate lenders and help transfer of funds from one to another. A commercial bank does this by borrowing funds from the savers and makes loans to borrowers. The value of Bank’s intermediation services is reflected by the difference of the interest rate received by the Bank from the borrower and that paid out to the depositors. This difference is the gross earnings of a commercial bank. From gross earnings the cost of doing business are subtracted. The cost of bank includes bank’s employee payroll, cost of relevant equipment, materials and facilities etc. What remains after paying taxes is the bank’s profit, which is distributed among the shareholders. The modern bank plays the following roles:

• The intermediation role
• The payments role
• The guarantor role
• The risk management role
• The savings/investment advisor role
• The safe keeping/certification of value role
• The agency role
• The policy role

1. The intermediation role: Transforming savings received primarily from households into credit (loans) for business firms and others in order to make investments in new buildings, equipment, and other goods.
2. The payments role: Carrying out payments for goods and services on behalf of their customers (such as by issuing and clearing checks, wiring funds, providing a conduit for electronic-payments, and dispensing currency and coin).
3. The guarantor role: Standing behind their customers to pay off customer debts when those customers are unable to pay (such as by issuing letters of credit).
4. The risk management role: Assisting customers in preparing financially for the risk of loss to property and persons.
5. The savings/investment advisor role: Aiding customers in fulfilling their long-range goals for a better life by building, managing, and protecting savings.
6. The safekeeping/certification of value role: Safeguarding a customer’s valuables and appraising and certifying their true market value.
7. The agency role: Acting on behalf of customers to manage and protect their property or issue and redeem their securities (usually provided through the bank’s trust department).
8. The policy role: Serving as a conduit for government policy in attempting to regulate the growth of the economy and pursue social goals.

Source : Peter S. Rose, “Commercial Bank Management”, McGraw-Hill Irwin, 5^th edition, 2005

Origin of the Report:

This report has been prepared as a partial requirement and fulfillment of my MBA program. I have conducted this report on “Performance evaluation of a Private Commercial Bank: The case study on Export Import Bank of Bangladesh Limited (EXIM Bank Ltd).”A comprehensive study was selected and then my supervising Dr. AR. khan MBA Program, University Of Science and Technology  Chittagong (USTC)

Rationale of the Study:

With rapid growing competition among nationalized, foreign and private commercial Banks as to how the Banks operates it banking operation and how customer service can be made more attractive and effective as the expectation of customers has immensely increased.
Reciprocating to the sentiment, private commercial Banks are trying to elevate their traditional Banking service to a better standard to meet the challenging needs. Side by side, commercial Banks have now concentrated their attention towards diversification of their products for better result.
Under the above circumstances, it has become necessary for Export Import Bank of Bangladesh Limited, one of the leading commercial Banks, to focus its attention towards the improvement of the customer service and its performance in respect of business.
That is why, it is quite justified to make an evaluation about its operation and the service provided by the Bank and scope of its improvement. The study may help in formulating policy regarding the ideas relating to the feelings of customers and Bankers.

Objectives of the Study:

General Objectives of the study:

• Ø The main objective of this report is to evaluate the overall performance of Export Import Bank of Bangladesh Ltd along with how efficiently the Bank is providing services to its customer

Specific objectives of the study:

• To present an overview of Export Import Bank of Bangladesh Limited
• To make a study of the facts in order to arrive at certain conclusion about overall Banking operation and the growth, expansion and profitability of a private sector Bank.
• Critically analyze the functions and the operations of each level of the of Export Import Bank of Bangladesh Limited and to Suggest remedial measures for the smooth development of the Bank.

Scope of the Study:

Performance Evaluation of any organization is a difficult job due to insufficient information, data and related documents. However to develop a clear picture about the Performance Evaluation and make a complete comparison, this report has followed the under noted frames:

• The study was conducted within the Dhaka City, because being an officer of EXIM Bank, Motijheel Branch it was difficult for me to conduct research on the other parts of the country.
• At first, the performance of Export Import Bank of Bangladesh was measured of its year to year performance, then it was compared with other 03 (three) cotemporary Banks i.e. Southeast Bank Ltd., Mercantile Bank Ltd. and Standard Bank Ltd.
• Informal discussions with the managers, Divisional Heads and other officers & executives of the concerned Banks were taken into consideration in the process of Performance Evaluation.
• A questionnaire was used to know the opinion of the officers & executives and prime customers of the concerned Banks.
• Annual reports, Financial Statements Brochures and various files & documents of 04 (four) contemporary Private Commercial Banks were taken into consideration for measuring performance evaluation.
• Basing on the analysis and limitations of the performance evaluation of the concerned Bank, few recommendations are made at the end.

Chapter-02: Methodology

Concept of Performance Evaluation

Performance means doing a job effectively and efficiently. Performance Evaluation System means a mechanism for improving the likelihood of the organization successfully implementing its strategy. It is a process to have the goal of strategy implementation. In this process senior management selects a series of measures that best represent the organization’s strategy.
The performance evaluation of a Bank is not so easy as there is hardly any consensus on the possible measures of evaluating performance. The selection of performance measures of Export Import Bank of Bangladesh Limited has been influenced by the availability of data.
This report is conducted basing on empirical and study basis. A systematic study on Annual Reports, Various Statements, Brochures and Journal of 04 (four) Banks has been considered to measure the performance. Desk-to-Desk work experience and opinion of officers, executives and customers of different levels have also been considered for evaluation of performance.
First of all, year-to-year comparisons of EXIM Bank’s performance were made then those were compared with other 03 (three) contemporary private commercial Banks’ performance. For this reason, some performance indicators like Deposit, Loans & Advances, Operating Profit, Classified Loans etc. are considered along with other performance indicators. The main methodology of the report regarding performance evaluation is mentioned below:
a)    Year- to- year comparison of EXIM Bank’s performance
b)    Comparisons with other 03 (three) private commercials Banks.
c)     Questionnaire Survey
This study is based on the statements and reports available form the Bank management Information System. Beside this, some secondary materials such as books, journals, reports etc. have also helped in preparing the report.

Using Performance Indicators

To evaluate the performance of Export import Bank of Bangladesh Limited, the following indicators/ factors are considered:

1. Capital of the Bank
2. Deposits of the Bank
3. Loans and Advances of the Bank
4. Operational Income of the Bank
5. Operational profit of the Bank
6. Import business of the Bank
7. Export business of the Bank
8. Earning Assets of the Bank
9. Earning per share of the Bank
10. Number of Branches of the Bank
11. Number of employees of the bank
12. Percentage of classified loans of the Bank

Method / Sources of Data Collection

This report is prepared mainly on the extensive use of secondary data available in different texts, annual reports, journal, Banking related books etc as well as primary data. The primary data is collected from the target group of employees and customers of banks by means of informal interviews and questionnaire. Interview has mainly been conducted with the executives and prime customers of the banks and questionnaire is mainly provided to the other officers of the Banks. The inputs are collected from two sources:

• Ø Primary Sources:
  • Discussion with Bank Executives & Officials and prime customers of
    04 (four) commercial banks in Bangladesh.
  • Questionnaire
  • Personal observation and assessment.
  • Desk works in different sections/ departments and divisions of Banks.
    

• Ø Secondary Sources:
  • Annual report of the Banks.
  • Consultation of related books, journals and publications.
  • Different statements of Banks.
  • File; Balance sheets and various documents.

Data Processing:

• Collected information is processed through data processing software.
• Different analysis, working variables and working definitions is embodied in the report.

Questionnaire Designed

To collect the primary data for evaluation of performance of different banks, a questionnaire was generated which is enclosed in Appendix- A

Limitation of the Study:

• In preparing this report, it was difficult to communicate with the much customers of Bank, as many of them were hesitant to respond. As a result, the sample size is not so big.
• In preparing this report, another limitation is policy of Bank not to disclosing some data and information for obvious reason that might be very much useful.
• The outlet owners might have got a little biased on the fact. Because they thought that the study was being prepared for the particular department.
  

• I could not be able to accommodate and spend enough time to make an in depth study for excessive in my official works.
  

• Although the scope of the study was required to include more numbers of Private Commercial Banks for measuring performance evaluation which may also be a limitation of my study.

Chapter-03: Profile of The Bank

Historical background of commercial banking:

Linguistics (the science of language) and etymology (the study of the origin of words) suggest an interesting story about banking’s origins. Both the Old French word “banque” and Italian word “banca” were used centuries ago to mean a “bench” or “money changer’s table”. This describes quite well what historians have observed concerning the first bankers, who lived more than 2000 years ago. They were money changers, situated usually at a table or in a small shop in the commercial district, aiding travelers who came to town by exchanging foreign coins for local money or discounting commercial notes for a fee in order to supply merchants with working capital.
The first bankers probably used their own capital to fund their activities, but it wasn’t long before the idea of attracting deposits and securing temporary loans from wealthy customers became an important source of bank funding. Loans were then made to merchants, shippers, and landowners at rates of interest as low as 6 percent per annum to as high as 48 percent a month for the riskiest ventures. Most of the early banks of any size were Greek in origin.
The banking industry gradually spread outward from the classical civilizations of Greece and Rome into northern and western Europe. Banking encountered religious opposition during the Middle Ages, primarily loans made to the poor often carried very high interest rates. However, as the Middle Ages drew to a close and the Renaissance began in Europe, the bulk of bank loans and deposits involved relatively wealthy customers, which helped to reduce religious opposition to banking practices.
The development of new overland trade routes and improvements in navigation in the 15th, 16th, and 17th centuries gradually shifted the center of world commerce from the Mediterranean region toward Europe and the British Isles, where banking became a leading industry. During this period were planted the seeds of the Industrial Revolution, which demanded a well-developed financial system. In particular, the adoption of mass production methods required a corresponding expansion in global trade to absorb industrial output, requiring new methods for making payments and credit available. Banks that could deliver on these needs grew rapidly, led by such institutions as the Medici Bank in Italy and the Hochstetter Bank in Germany.
When colonies were established in North and South America, Old World banking practices were transferred to the New World. At first the colonists dealt primarily with established banks in the countries from which they had come. As the 19th century began, however, state governments in the United States began chartering banking companies. Many of these were simply extensions of other commercial enterprises in which banking services were largely secondary to sale; for example, the farm equipment business. The development of large, professionally managed banking firms was centered in a few leading commercial centers, especially New York. The federal government became a major force in U. S. banking during the Civil War. The Office of the Comptroller of the Currency (OCC) was established in 1864, created by Congress to charter national banks. This divided bank regulatory system, with both the federal government and the states playing key roles in the control and supervision of banking activity, has persisted in the United States to the present day. (1

Banking during the British period:

In the history of India, for the first time, in 1770, Alexander and Company, an agency house, established a bank in Calcutta. Hindustan Bank was the first European bank in Calcutta. It closed its operations in 1832 after its parent company was dissolved. However, after 15 to 16 years of the establishment of Hindustan Bank another two banks, i.e. Bengal Bank (1785) and General Bank of India (1786) were established. But these two banks were closed shortly after their inception. In 1806, Bank of Calcutta and Presidency Bank of Bengal were established. In the year 1809, Bank of Calcutta adopted its new name Bank of Bengal. In 1819, Srirampur Savings Bank and Commercial Bank were established. Commercial Bank terminated its operation in 1833. Calcutta Bank was established in 1824. An agency house named Paner and Company established it. Calcutta Bank terminated its operations in 1829. In the year 1829, Union Bank was established with the joint collaboration of the Bengalis and the English. But in the year 1842, Union Bank fell into economic depression and as a result the bank terminated its operations in 1850. In the year 1833, Government Savings Bank was established upon being influenced by the success of Srirampur Savings Bank.
In 1840, Presidency Bank of Bombay and in 1843, Presidency Bank of Madras was established. The merger of the three Presidency Banks gave birth to Imperial Bank of India in 1920 which is now known as State Bank of India. In the year 1844, Delhi and London Bank was established and in the year 1853, Chartered Bank of India, Australia and China was established. The year 1860 was the transition period as in this year; it was imposed on banks to act as limited liability Company. In the year 1863, Calcutta Banking Corporation was established. After one year, Calcutta Banking Corporation adopted its new name National Bank of India. A good number of banks were established from the year 1906 to 1914. Bank of India Limited (1906), Bank of Boroda Limited (1908), Eastern Bank (1910), Central Bank of India Limited (1911) and Indian Space Bank (1914) were among them.
During the beginning of the twentieth century, in the then undivided Bengal, several banks were established. Comilla Banking Corporation, New Standard Bank, Comilla Union Bank, Pioneer Bank, Bengal Central Bank, Hugli Bank, Nath Bank, Islamabad Town Bank of Chittagong, Comrede Bank and Indian Crecent Bank were among them. Bengal central Bank was established in 1918. Comilla Union Bank and Pioneer Bank were established in 1922. Hugli Bank and Nath Bank were established in 1932. New Standard Bank merged itself with Comilla Banking Corporation in 1946. Properties and liabilities of all branches of Nath Bank was transferred to Eastern Banking Corporation in 1950. In the same year, Comilla Banking Corporation, Comilla Union Bank, Bengal Central Bank and Hugli Bank merged into United Bank of India which is now a nationalized bank of India. In 1963, Prabartak Bank and Bank of Bakura merged with United Industrial Bank. (2)

Banking during the Pakistan period:

In 1947, there was only one modern bank named Australasia. Habib Bank that was established in 1941 in Bombay shifted its head office from Bombay to Karachi immediately after the emergence of Pakistan. Muslim Commercial Bank and Bank of Bhaowalpur were established in 1948. Since then, many banks were being established in Pakistan gradually. Entrepreneurs of
those banks were either from West Pakistan or immigrant from India. In 1959, Eastern Mercantile Bank was established in the East Pakistan, which was a joint venture of Bengalis and non-Bengalis with its head office in Chittagong. That was the first schedule Bank in East Pakistan. State Bank of Pakistan contributed to the capital of the bank. At the beginning of the 1970s one of the influential director Mr. Aga Hasan Abedi quited himself from Habib Bank and established United Bank Limited. He started offensive banking from the very beginning. Issues and wards of East Pakistani bureaucrats, political leaders, land lords and influential persons were being recruited in the bank. He gave priority to the East Pakistan and opened new branches in rural areas. In the face of stiff competition, other banks including “Habib Bank” and “Muslim Commercial Bank” started to open their branches in the rural areas. All of those events did not appease dissatisfaction accumulated in the mind of the people of East Pakistan. Those banks based on West Pakistan did not appoint Bengalis as manager or general manager whereas to appoint as a managing director was beyond of thinking. Bengalis were being used for collecting deposits. They were not trained to work in credit and foreign Exchange division. Necessity of a bank of Bengali community emerged amid those obscured dissatisfaction. In that perspective Eastern Banking Corporation was created on the 28^th January,1965 with wholly Bengali ownership. Eastern Banking Corporation started its activities as a scheduled bank on the 22^nd June, 1965. Paid up capital of the bank were 14 lakhs and 21 thousands taka only at the time of inception.
During the liberation war, there were only two banks owned by Bangalis. One was Eastern Banking Corporation and another was Eastern Mercantile Bank. Those banks were comparatively small in size and wealth. Thirty percent deposits of Bangladesh were under control of the banks owned by Bengalis and seventy percent deposits were under control of Pakistani banks. (3)

Banking after the emergence of Bangladesh:

Nationalization of banks was included in the 11-point charter demands placed at the time of mass-upsurge in 1969. At that time, 22 families of West Pakistan were exploiting different business and industry including banks and insurance. After the emergence of Bangladesh the process of nationalization of banks began. At that time, 22 banks and financial institution were in operation. The ownership scenario of banks and financial institutions is shown below:
No. of Banks
1. Banks owned by West Pakistanis                          12
2. Banks owned by Bengalis                                      02
3. Foreign Banks except Pakistan                              03
4. Indian Banks under Deputy Custodians               05
Five Indian banks were excluded from reconstruction and nationalization process. It is to mention that those five banks were inactive since 1965, as government had declared them as Enemy Property after the India-Pakistan war in 1965. Management of those banks lied on Deputy Custodian for the liquidation process.
Three foreign banks were excluded from reconstruction and nationalization process. Those were the followings:

1. National and Grindleys Bank.
2. Chartered Bank, and
3. American Express International Banking Corporation.

Out of the rest fourteen banks, two were financial institution and the other twelve were banks. Two financial institutions were reconstructed and converted as below:
Pre-Liberation                                                                            Post-liberation
1. Industrial Development Bank of Pakistan                    Bangladesh Shilpa Bank
2. Agricultural Development Bank of Pakistan                 Bangladesh Krishi Bank
Out of twelve commercial banks, only two belonged to Bengali ownership and the rest ten belonged to non-Bengali Pakistani ownership. Those twelve banks were reconstructed and nationalized as follows:

It is to be mentioned that though Eastern Mercantile Bank Ltd. and Eastern Banking Corporation owned by Bengalis were small in size compared to other banks owned by Pakistanis, those were treated as separate entity. Whereas two or three banks of Pakistani ownership merged into one bank, banks owned by Bengalis were taken as individual entity. Only their names were changed (4). 

Private banks in Bangladesh:

 In 1976, the then government approved the establishment of a finance company in the private sector with joint collaboration of private and public sector. Following that decision, International Finance Investment and Commerce Limited started its operations. In 1982, the government approved for banking operations in private sector. To make a competitive environment in the banking sector, implementation of privatization process of banks and approval for new banks were going simultaneously.
During the period of 1982-83, there were seven private commercial banks were established. Those were the followings:
a)    Two denationalized banks:
1)    pubali Bank Limited
2)    Uttara Bank Limited
b)    Four newly established banks:
1)    Arab-Bangladesh Bank Limited
2)    The City Bank Limited
3)    National Bank limited
4)    United Commercial Bank Limited
c)     One bank converted from a finance company:
1)   International Finance Investment and Commerce Bank Limited
During the period 1993-2001, the government approved some other fifteen private commercial banks to start their operation. Those are the followings:

1. National Credit and Commerce Bank Limited
2. Southeast Bank Limited
   1. Prime Bank Limited
   2. Dhaka Bank Limited
   3. Dutch Bangla Bank Limited
   4. Mercantile Bank Limited
   5. Standard Bank Limited
   6. One Bank Limited
   7. Export Import Bank of Bangladesh Limited (EXIM Bank Limited)
   8. Mutual Trust Bank Limited
   9. First Security Bank Limited
   10. Premier Bank Limited
   11. Bank Asia Limited
   12. Jamuna Bank Limited, and
   13. BRAC Bank Limited
       

Source:  Devnath, R. M. “Bangalir Bank Babyasha”, Nabajug Prokashani, 1st edition, 2003

Historical background of EXIM Bank

Export Import Bank of Bangladesh Ltd is a newly formed commercial bank but it is the 1^st of its kind in Bangladesh. It has been incorporated in Dhaka, Bangladesh as a public limited company under Banking Company ACT 1991 in the 2^nd June 1999 and its Head Office is located at Printers Buildings, 5 Rajuk Avenue, Motijheel Commercial Area, Dhaka.
The Bank was established under the leadership of late Mr. Shahjahan Kabir, the founder chairman who had a dream to contribute in the socio-economic development of our country. A highly qualified group of entrepreneurs expanded their hands with the founder chairman to materialize his dream. All the sponsors are well experienced and successful in their respective business areas. Among them Mr. Nazrul Islam Mazumder became the honorable Chairman after the death of the founder Chairman.
The Bank commenced formal commercial banking operation on 3^rd August 1999 with Mr.Alamgir Kabir , FCA as the advisor and Mr.Lakiotullah as the Managing Director. Both of them have a long experience in the financial sector of our country. By their pragmatic decision and mangement directives in the operational activities, the Bank has earned a secured and distinctive positive position in the banking sector in terms performance, growth and excellent management.
The Bank has been listed on 26.09.2004 in the Dhaka Stock Exchange by issuing Initial public offer. Its total number share is 62,77,500.00. At present it is one of the best share in the stock market.
The Bank has a sound capital base; its authorized capital is for BDT 1000 million while its initial paid up capital was BDT. 225 million subscribed by the sponsors. The capital and reserve in the mean time has already been raised to BDT 1400 million by retain earnings as on 31^st December 2004 and by offering public shares in September 2004.
At its inception in 1999, Bank was named as ‘BEXIM Bank Ltd’ (acronym for “Bengal Export Import Bank Limited”) and owing to raising an objection by BEXIMCO group regarding the similarity in names, the Bank was renamed in the same to the style of ‘EXIM Bank Ltd’ (acronym for ”Export Import Bank of Bangladesh Limited”).

Corporate Mission of the Bank.

The EXIM Bank Ltd. has completed its successful existence and now it has taken a revolution of its business operation in year 2006 searching incremental improvement in productivity, operational efficiency and structure consequently, a new organizational structure has been developing according to business focus, priorities and competitive pressures. The corporate missions of the Bank are mentioned below:

1. To provide excellent quality customer service.
2. To provide high quality financial services in foreign trade.
3. To maintain corporate and business ethics.
4. To create employment opportunity by project finance.
5. To play role in the socio-economic development
6. To become trustworthy to the depositor and the borrowing customer.
7. To make a sound capital base and to provide a hand some amount of dividend to share holder.

Corporate Cultures.

EXIM Bank is one of the most disciplined and regularized Bank in the Banking sector having corporate culture. The Bank has a corporate management and it believes in sharing understanding of individual job. The people who are working in the Bank have team spirit to achieve the corporate mission and it has not been imposed, it has rather been achieved through their corporate culture. The top level management, mid level management and lower level management has a very nice understanding and excellent combination among the executives and officers which has been grown up from their corporate culture.

Financial products and services

The Bank has already introduced number of financial products such as Mudaraba Monthly Savings Scheme, Mudaraba Monthly Income Scheme, Mudaraba Super Savings Scheme, Mudaraba Multi Plus Saving Scheme, Mudaraba Smart Saver Scheme, Credit Card, and Mudaraba Education Savings Scheme have achieved a great acceptance among the people. In addition to this, schemes like Consumers Credit, On Line Banking and other lucrative schemes will be introduced soon.

Different types products.

In addition to traditional banking products, EXIM Bank has a fleet of special products. The Bank has already introduced  the following financial products are being marketed by the Bank. Moreover, the schemes like Consumers Credit, Online Banking and other lucrative schemes will be introduced by the Bank within the shortest span of time.
Mudaraba Scheme

• Mudaraba Monthly Income Scheme
• Mudaraba Monthly Saving Scheme
• Mudaraba Multiplus Savings Scheme
• Mudaraba Super Savings Scheme
• Mudaraba Hajj Scheme
• Credit Card
  

Mudaraba Monthly Income Scheme:

It is a monthly income scheme that really makes good sense as well as a sure investment of steady return. Under this Scheme, customer has to deposit a fixed amount of money for
03 (three) years and in return he will receive benefits on monthly basis. Benefits start right from the first month of opening an account under the Scheme and will continue up to
03 (three) years when the depositor will get refund of his deposit. This scheme is a sure investment for a steady return.

Mudaraba Monthly Saving Scheme:

The prime objective of this Scheme is to encourage people to build up a habit of savings. In this scheme one can save a fixed amount of money every month and receive substantial lump sum of money after five, eight, ten or twelve years.

Mudaraba Multiplus Savings Scheme:

Under this scheme, depositor’s money will be almost tripled in 10 (ten) years period. Any individual, Company, Educational Institution, Government Organization, NGO, Trust, Society etc. may invest their savings under this scheme.

Mudaraba Super Savings Scheme:

It helps to build up capital. Super Saving Scheme offers a small depositor to invest his fund (minimum 10,000/-) and the fund will be almost double in 6 (Six) years period. This scheme will secure the future of the investment with ease.

Mudaraba Hajj Scheme:

In order to smooth arrangement of fund for performing Hajj, the bank has introduced this scheme for 5, 8, 10, 15 & 20 years period.

Credit Card:

The Bank has launched Master Card among its customers in joint collaboration with Prime Bank Ltd.

Financing Area

• Project Financing
• Corporate Financing
• Hire Purchase Financing
• Trade Financing
• Syndication Financing
• Export Import Financing

Management

To run an organization very smoothly management plays the vital role and the strength of the organization depends on the strength of its management. EXIM Bank may feel proud of its highly qualified, motivated, well educated and experienced executives and officers who are contributing to achieve the incremental success and progress of the Bank This Bank has a very nice combination in the every stage of management and the management is very much capable to handle the every challenges to achieve organizational goal by utilizing its human resources and organizational process i.e. planning, organizing, co-coordinating, controlling and motivating.

Organizational structure

Automation

Basic Accounting Systems of the Bank Branches has been automated to optimize benefits and increase overall efficiency for offering superior customer services by way of increased speed, accuracy and ensures security. The Bank has continuously looked for more and more sophistication and efficiency and in this regard, the Bank has established Information Technology (IT) Department on top priority areas.

Human Resources (HR) Division        

There is no alternative to skilled and trained manpower in service industry. Having this in mind, the well educated, promising and honest workers are being selected and trained. Bank has given top priority to developing skilled manpower and introducing them with modern technologies with a view to develop quality customer services.
As on 31-12-2006 the total manpower of the Bank in different grades was as under:

Table # 3.11 : Manpower of EXIM Bank

Source : Annul Report of EXIM Bank – 2006

Training and Development                  

There is no alternative of skilled and trained manpower. Considering the same EXIM Bank gives emphasis on training and development for achieving perfection in the quality of their service. To reach their expected goals, the Bank encourages and provides the right opportunities for employees. EXIM Bank has its own training institute located at Eskaton road, Dhaka where all employees and executives are being trained up by the experienced Bankers and specialists in the financial sectors. Except this, the Bank sends their officers and executives to BIBM, Bangladesh Bank Training Institute and abroad.

EXIM Bank Foundation

The Board of Directors of EXIM Bank has unanimously decided to establish a foundation under the name and style “EXIM Bank Foundation” to undertake social welfare activities and charitable purpose. The name clearance of the foundation has already been obtained from Registrar of Joint Stock Companies & Firms and the draft constitution of the Foundation has been finalized. Now it is under process of registration with the permission of the Government. A certain portion of the operating profit of the Bank is usually provided in the foundation.

SWOT Analysis

SWOT analysis refers to analysis of Strengths, Weakness, Opportunities and Threats of the organization. This facilitates the organization to make its future performance improved in comparison to its competitors. An organization can also study its current position through SWOT analysis. For all of these, SWOT analysis is considered as an important tool for making changes in the strategic management of an organization.

Strengths:

1. EXIM Bank has already established its wide image and favorable reputation in the banking territory of the country. It is one of the leading private sector commercial banks in Bangladesh.
2. The bank posses the reputation and goodwill of quality services to its all kinds of customers.
3. The bank has already achieved a high growth rate of deposit, investment and profit.
4. The bank has trained, experienced and well educated manpower.
5. The bank has unique corporate culture, which acts as a great motivational factor among the employees.
6. The working environment in the bank is very friendly, interactive and informal. There is no barrier or boundary for communication between the superiors and the employees.
7. The bank has experienced and efficient Management & Board of Directors.

Weaknesses :

1. The promotional activities of the Bank are not adequate to widen its function.
2. The Branches of the bank have to depend on its Head office for decisions.
3. The bank does not provide online banking service and ATM service, which limits its competence in the fast changing banking sector.
4. The product diversification of the bank is very narrow.
5. The bank has more redundant lower level manpower compared to other banks of the same generation, which increases it operational cost.
   

Opportunities :

1. Our people are going to be savings oriented in the small scheme, which can be provided by EXIM bank by its different schemes.
2. EXIM bank may help small and medium enterprises by lending.
3. The bank can introduce special corporate schemes for corporate customers or service holders according to the professions, such as engineers, lawyers, and doctors etc.
4. The bank can introduce ATM service and Online banking to compete with the local and foreign banks.

Threats:

1. Some foreign and local banks may be threats for EXIM bank for their financial products.
2. Regulatory restrictions may be a cause of threats.
3. The selection of default customers may be a hindrance of its rapid growth.
4. In our country industries are becoming sick at an increasing rate and growth of industrialization is very slow in the country. Therefore, it is very likely that poor industrial growth will affect the potentiality of EXIM Bank.

Chapter-4: Analysis  & Finding

Year-to-Year Performance Evaluation of EXIM Bank :

To evaluate the performance of Export Import Bank of Bangladesh Limited, the following indicators / factors are considered:

1. Capital of the Bank
2. Deposits of the Bank
3. Loans and Advances of the Bank
4. Operating Income of the Bank
5. Operating profit of the Bank
6. Import business of the Bank
7. Export business of the Bank
8. Profit Earning Assets of the Bank
9. Earning per share of the Bank
10. Number of Branches of the Bank
11. Number of employees of the bank
12. Percentage of classified loans of the Bank

Capital Structure

Capital Structure of EXIM Bank is changing from year to year. The component of the capital structure are Paid Capital, Proposed issue of dividend, Share Premium, Statutory Reserve, Proposed Cash Dividend, Retained Earnings and other reserve.

Components of Capital Structure:

Figures of different components of the capital structure for the year 2004, 2005 and 2006 are shown below:

(Figure in million Taka)

From the above table we can see that Paid-up Capital was the largest component of the Bank’s capital structure for each year though contribution of this component in the capital structure was declining gradually.

Pie Chart of Capital Structure:

Pie Chart of capital structure for the year 2006 is shown below:

Source: Annual Report EXIM Bank-2006

Deposit Structure

Deposit structure of EXIM Bank has changed year to year. The components of the deposit structure are Alwadeah Current Deposit, Bills Payable, Mudaraba Savings Bank Deposit, Mudaraba Term Deposit, Call Deposits, Bearer Certificate Deposit and Foreign Currency Deposits.

Source : Annual Reports of EXIM Bank

Total amount of deposit of the Bank stood at 19,078.18 million as on December 31,2006 as against Tk.15,242.97 million as on December 31, 2006 showing an increase of Tk.3,835.21 million with growth rate of 25.16%.
Similarly total amount of deposit of the Bank stood at 15,242.97 million as on December 31,2003 as against Tk.9,945.23 million as on December 31, 2002 showing an increase of
Tk5,297.74 million with growth rate of 53.27%.
Similarly total amount of deposit of the Bank stood at 9,945.23 million as on December 31, 2002 as against Tk7,255.02 million as on December 31, 2001 showing an increase of Tk.2,690.21 million with growth rate of 7.08%.
So we can see that the total deposit of Export Import Bank of Bangladesh Ltd is increasing year-to-year.

Components of deposit structure and correspondentcontributions

Figures of different components of deposit structure for the year 2002, 2004 and 2006  are shown below

                      Table # 4.2 : Component of Deposit Structure             (Figure in million Taka)

Source : Annual Reports of EXIM Bank

From the above table we can see that Mudaraba Term Deposit was the largest components of the Bank’s deposit structure. In the base year 2002 Mudaraba Term Deposit was 70.44% of total deposit, which has been increased to 82.38% in the year 2006.
It is pertinent to mention here that the Bank has the tremendous improvement on its year-to-year deposit. In the base year the deposit was Tk.9945.225 million which has been increased in to 19078.175 million i.e. 92% increase of the base year.

Pie Chart of deposit structure:

Source: Annual Report of EXIM Bank-2006

Investment (Loans & Advances): 

Investment of Export Import Bank of Bangladesh include Izara Bill Baia(Term Finance),  Murabaha Post Import (LIM), Murabaha Trust Receipt (LTR),Bai Murabaha(CCP), Bai Muazzal(CCH), Wazirat Bill Wakala(ECC) and Quard(SOD) etc. The details of the investment modes are shortly discussed below:
a)    Izara Bill Baia(Term Finance)

• Izara Bill Baia(HB)
• Izara Bill Baia(LF)
• Izara Bill Baia(Staff HB) Baia

b)    Murabaha Post Import (MPI)
c)     Murabaha Trust Receipt (MTR)
d)   Bai Murabaha (CCP)
e)     Bai Muazzal (CCH)
f)      Wazirat Bill Wakala (ECC)
g)    Quard against SS/MTDR:

• Quard against Savings Scheme
• Quard against Mudaraba Term Deposit Receipt

The year-to-year Investment of EXIM Bank is mentioned below:
Table # 4.3 :Growth of Investment                   [BDT in Million]

Source : Annual Reports of EXIM Bank

 Total amount of Investment of the Bank stood at 19,332.44 million as on December 31,2005 as against Tk.12, 289.12 million as on December 31, 2006 showing an increase of Tk.7043.32 million with growth rate of 57.31%.
Similarly total amount of Investment of the Bank stood at 12,289.12 million as on December 31,2003 as against Tk.7,954.56 million as on December 31, 2002 showing an increase of Tk.4,334.56 million with growth rate of 54.49%.
Similarly total amount of Investment of the Bank stood at 7,954.56 million as on December 31, 2002 as against Tk. 5,131.55 million as on December 31, 2001 showing an increase of Tk.2,823.01 million with growth rate of 55.01%.
So we can see that the total investment of Export Import Bank of Bangladesh Ltd is increasing year-to-year.
The corresponding graphical output is given below:

Source: Annual Reports of EXIM Bank

Export Businesses:

EXIM Bank gives more importance on Export business from its inception. The year-to-year Export businesses of EXIM Bank are mentioned below:

Table # 4.4 :Growth of Export Business             [BDT in Million]

Source: Annual Reports of EXIM Bank

 Total amount of Export business of the Bank stood at 22,418.40 million as on December 31,2005 as against Tk.15, 124.60 million as on December 31, 2006 showing an increase of Tk.7, 293.80 million with growth rate of 48.22%.
Similarly total amount of Export business of the Bank stood at 15,124.60 million as on December 31,2003 as against Tk. 10,088.30million as on December 31, 2002 showing an increase of Tk.5, 036.30 million with growth rate of 49. 92%.
Similarly total amount of Export business of the Bank stood at10, 088.30 million as on December 31,2005 as against Tk.7,442.20 million as on December 31, 2006 showing an increase of Tk.2,646.10 million with growth rate of 35.55%.
The corresponding graphical output is given below:

Source: Annual Reports of EXIM Bank

Import Business:

EXIM Bank gives emphasis on Import business from its inception. The year-to-year Import businesses of EXIM Bank are mentioned below:
 Table # 4.5 : Growth of Import Business                 [BDT in Million]

Source: Annual Reports of EXIM Bank

Total amount of Import business of the Bank stood at 26,781.80 million as on December 31,2005 as against Tk.19,260.10 million as on December 31, 2006 showing an increase of
Tk.7, 521.70 million with growth rate of 39.05%.
Similarly total amount of Import business of the Bank stood at 19,260.10 million as on December 31,2006 as against Tk.13,152.50 million as on December 31, 2002 showing an increase of Tk.6, 107.60 million with growth rate of 46.44%.
Similarly total amount of Import business of the Bank stood at Tk.13,152.50 million as on December 31,2005 as against Tk8,519.70 million as on December 31, 2006 showing an increase of Tk.4, 632.80 million with growth rate of 54.38%.
The corresponding graphical output is given below:

Source: Annual Reports of EXIM Bank

Operating Income : 

EXIM Bank earns incremental Operating Income from its inception. The year-to-year operational income of EXIM Bank are mentioned below:
Table # 4.6 : Growth of Operating Income                   [BDT in Million]

Source: Annual Reports of EXIM Bank
Total amount of operating Income of the Bank stood at 1,219,076.00  million as on December 31, 2006      as against Tk.840,603.00 million as on December 31, 2005           showing an increase of Tk.378,473.00 million with growth rate of 45%.
Similarly total amount of operational income of the Bank stood at 840,603.00 million as on December 31,2003 as against Tk.588,189.00 million as on December 31, 2006 showing an increase of Tk.252,414.00 million with growth rate of 43%.
Similarly total amount of operational income of the Bank stood at 588,189.00 million as on December 31,2006 as against Tk.419,547.00 million as on December 31, 2006 showing an increase of Tk.168,642.00 million with growth rate of 40%.
The corresponding graphical output is given below:

Source: Annual Reports of EXIM Bank

Operating Profit:

EXIM Bank earns incremental operational profit since its inception. The year-to-year operational profit of EXIM Bank are mentioned below:
Table # 4.7 : Growth of Operating Profit                         [BDT in Million]

Source: Annual Reports of EXIM Bank

Total amount of operational profit of the Bank stood at 835.80 million as on December 31,2004 as against Tk. 562.66 million as on December 31, 2003 showing an increase of Tk.273.14 million with growth rate of 48.54%.
Similarly total amount of operational profit of the Bank stood at 562.66 million as on December 31,2003 as against Tk. 386.80 million as on December 31, 2002 showing an increase of Tk.175.81 million with growth rate of 45.47%.
Similarly total amount of operational profit of the Bank stood at 386.80million as on December 31,2002 as against Tk 273.85 million as on December 31, 2001 showing an increase of Tk.112.95 million with growth rate of 41.25%.
The corresponding graphical output is given below:

Source: Annual Reports of EXIM Bank

Earning per share: 

The earning per share of Export Import Bank of Bangladesh is very attractive. The Year-to-year earning per share of this Bank are mentioned below:
Table # 4.8 : Growth of Earning per share                       [BDT in Million]

Source: Annual Reports of EXIM Bank

Number of Branches: 

The number of branches of Bank now stands at 24 including 5 new branches opened during the year 2004. The Year-to-year numbers of Branches of this Bank are mentioned below:

Table # 4.9 : Expansion of Branches

Source: Annual Reports of EXIM Bank

The corresponding graphical output is given below:

Number of Employees: 

The number of employees of Bank now stands at 668. The Year-to-year numbers of employees of this Bank are mentioned below:

Table # 4.10 : Number of Employees

Source: Annual Reports of EXIM Bank

The corresponding graphical output is given below:

Profit Earning Assets: 

 Table # 4.11 : Growth of Profit Earning Assets             [Figure in crore]

Source: Annual Reports of EXIM Bank
The corresponding graphical output is given below:

Source: Annual Reports of EXIM Bank

Comparison of Performance of EXIM Bank and other Similar Banks

The Performance of EXIM Bank is compared with other 03(three) private commercial banks: Southeast Bank, Mercantile Bank and Standard Bank. Ratio Analysis of Different performance indicators for the year 2006, 2005 and 2004 has been done to evaluate the performance standard of EXIM Bank Ltd.
Year – 2006 :

Table # 4.12 : Performance in the 2006:                    [In Million Taka]

Source: Annual Reports of EXIM, Southeast, Mercantile and Standard Bank

 
Ratio Analysis is done as follows:
 

Table # 4.13 : Ratio Analysis

In 2006 EXIM Bank is in better position in the area of Operational Profit, Import Business, Export business, Return on Assets, Earning per share, Number of Branches, Number of Employees and Percentage of Classified Loans which are the main indicators for evaluating performance of a commercial private Bank.
Meanwhile Southeast Bank and Mercantile Bank is in better position in the area of Capital, Deposit, Loans & Advances, and Total Assets. On the other hand Standard Bank is in better position in the area of classified loans.
Year – 2005 :
 

Table # 4.14 : Performance in the year 2005:                      [In Million Taka]

Source: Annual Reports of EXIM, Southeast, Mercantile and Standard Bank

Ratio Analysis is done as follows:

Table # 4.15 : Ratio Analysis

In 2005, EXIM Bank is in better position in the area of Import Business, Export business, Return on Assets, Earning per share, Number of Branches, Number of employees, classified loans which are the main indicators for evaluating performance of a commercial private Bank.
Meanwhile Southeast Bank and Mercantile Bank is in better position in the area of Capital, Deposit, Loans & Advances, Operational Profit and Total Assets. On the other hand Standard Bank is better position in the area of classified loans.
Year – 2004 :
 Table # 4.16 : Performance in the year 2004 :                [In Million Taka]

Source: Annual Reports of EXIM, Southeast, Mercantile and Standard Bank

Ratio Analysis is done as follows.

Table # 4.17 : Ratio Analysis

In 2004, EXIM Bank is in better position in the area of Import Business, Export business, Return on Assets, Earning per share, Number of Branches and classified loans, which are the main indicators for evaluating performance of a commercial private Bank.
Meanwhile Southeast Bank and Mercantile Bank is in better position in the area of Capital, Deposit, Loans & Advances, Operational Profit and Total Assets.

Questionnaire Survey:

A questionnaire related to customer service and financial statement was distributed to the 100 officers, executives and customers of the four Banks (25 persons for each Bank) for providing their opinion, which has been considered as primary data. The opinion, collected from the four Banks has been annexed in the Appendix-B, Appendix-C, Appendix-D, and Appendix-E. After analyzing the opinions of 100 participants the under mentioned findings have been observed.

Table # 4.18 : Comparison of Questionnaire’s with EXIM Bank and other 03 (three) similar Banks:

Findings: 

Findings have been made in the under mentioned 03 (three) ways:
a)          Year to year comparisons of EXIM Bank’s performances to some indicators
b)          Comparisons with other 03(three) Private commercial Banks to some indicators
c)           Questionnaire survey
a) Year to year comparisons of EXIM Bank’s performances to some indicators:

1. Capital Structures:

In 2000 total capital of the Bank was Tk 29.67 crore which has been increased to 140.00 crore in 2006 i.e. 372% increase.

1. Deposits:

In 2000 total deposit of the Bank was Tk 393.45 crore which has been increased to 1907.81 crore in 2006 i.e. 385% increase.

1. Investment (Loans and Advances):

In 2000 total investment of the Bank was Tk 217.05 crore which has been increased to 1933.24 crore in 2006 i.e. 791% increase.

1. Operational Income:

In 2000 total operational income of the Bank was Tk 18.74 crore which has been increased to 121.91 crore in 2006 i.e. 550.53% increase.

1. Operating profit:

In 2000 total operational profit of the Bank was Tk9.96 crore which has been increased to
83.58 crore in 2006 i.e. 839.66% increase.

1. Import business:

In 2000 total import business of the Bank was Tk 419.97 crore which has been increased to 2678.18 crore in 2006 i.e. 538% increase.

1. Export business:

In 2000 total export business of the Bank was Tk 279.73 crore, which has been increased to 2241.84 crore in 2006 i.e. 701% increase.

1. Profit Earning assets:

In 2000 earning assets of the Bank was Tk 361.37 crore which has been increased to Tk. 1974.65 in 2006 i.e. 446% increase

1. Earning per share:

In 2000 earning per share of the Bank was Tk 21.39 which has been increased to Tk. 60.82 in 2006 i.e. 184% increase.
Number of Branches:
In 2000 the numbers of Branches of the Bank were 08, which have been increased to 24 in 2006 i.e. 300% increase.

1. Number of Employees:

In 2000 the numbers of employees of the Bank were 327 persons, which have been increased to 768 persons in 2006  i.e. 235% increase.

1. Percentage of classified loan :

In 2000, the classified loan of the Bank was nil which have been increased to 2.40% in 2006 i.e. 2.40% increase.
Table # 4.19 : Summery of Findings of Year-to-Year Comparison of EXIM Bank’s performance

Source: Annual Reports of EXIM Bank
By the above statistics and information we can see that EXIM Bank has made the tremendous improvement in all financial aspects. So the Bank is financially sound and healthy.
b)   Comparisons with other 03(three) Private commercial Banks to some indicators.
Year 2006:

In 2006 EXIM Bank is in better position in the area of operational profit, Import Business, Export business, Return on Assets, Earning per share and classified loans which are the main indicators for evaluating performance of a commercial private Bank.
Meanwhile Southeast Bank and Mercantile Bank is in better position in the area of Capital, Deposit, Loans & Advances, and Total Assets and Standard Bank is in better position only in the area of classified loans.

Table # 4.20 : Comparison at a glance in the year 2006

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
(P = Position, S = Score and Score is measured as per weightage 3 for 1^st position, 2 for 2^nd position, 1 for 3^rd position & 0 for 4^th position.)
Year 2005:
In 2005, EXIM Bank is in better position in the area of Import Business, Export business, Return on Assets, Earning per share, Number of Branches & Number of Employees, which are the main indicators for evaluating performance of a commercial private Bank.
Meanwhile Southeast Bank and Mercantile Bank is in better position in the area of Capital, Deposit, Loans & Advances, Operational Profit and Total Assets. On the other hand Standard Bank is in better position only in the area of classified loans.

Table # 4.21 : Comparison at a glance in the year 2006

(P = Position, S = Score and Score is measured as per weightage 3 for 1^st position, 2 for 2^nd position, 1 for 3^rd position & 0 for 4^th position.)

Year 2006:

In 2006, EXIM Bank is in better position in the area of Import Business, Export business, Return on Assets, Earning per share, Number of Employees and classified loans, which are the main indicators for evaluating performance of a commercial private Bank.
Meanwhile Southeast Bank and Mercantile Bank is in better position in the area of Capital, Deposit, Loans & Advances, Operational Profit and Total Assets.

Table # 4.22 : Comparison at a glance in the year 2006

(P = Position, S = Score and Score is measured as per weightage 3 for 1^st position, 2 for 2^nd position, 1 for 3^rd position & 0 for 4^th position.)
So it is observed that the performance of EXIM Bank is better than other 03 (three) Banks. Because Southeast Bank has started their operation in the year 1993 and other 02 (two) Banks started their operation June-1999 and EXIM Bank has started their operation in August-1999.  So EXIM Bank is junior to other Banks.
If we look into the performance of EXIM Bank of the last 03 (three) years and other 03 (three) Banks we can see that EXIM Bank has made tremendous success in the area of all indicators of performance evaluation like Operational Profit, Import Business, Export Business, Return on Assets, Earning per share and percentage of classified loans though it has started its Banking operation later on and day by day it has reached near position in the rest indicators like Capital, Deposit, Loans & Advances, and Total Assets etc.
Meanwhile Southeast Bank and Mercantile were better position in some indicators like Capital, Deposit, Loans & Advances and Total Assets but their positions are not up warding like EXIM Bank. They could not be able to keep their growth rapidly and they have achieved their growth with more deposit and Loans and Advances. On the other hand EXIM Bank has achieved their growth with less deposit and Loans & Advances. The Bank has also used less number of Branches and manpower.
So it is revealed from the findings that Export Import Bank of Bangladesh Limited (EXIM Bank) has made their success on incremental basis. They have the consequence of upward trend of performance. At the initial stage they were behind of Southeast Bank and Mercantile Bank at some indicators. But in 2004 they have achieved outstanding performances almost in all performance measuring indicators.
Summery of Findings of Bank to Bank Comparison :
The following positions of the Banks are found after analysis and comparison of various performance indicators.

Table # 4.23 : Summery of Findings of Bank to Bank Comparison

c )   Questionnaire Survey:
The following positions of the Banks are found after scrutinizing and summarizing the questionnaire’s answers received from 100 (hundred) Executives and Officers of 4 (four) Commercial Banks. First of all, the indicators are multiplied by weightage and then adding all 4 (four) indicators total score has been calculated.

Table # 4.24 : Summery of Findings against Questionnaire Survey :

(Weightage has been given as 1 for Not Satisfactory, 2 for Satisfactory, 3 for Good & 4 for Very Good.)
For an example, EXIM Bank’s position is calculated as :
(40 X 1) + (40 X 2) + (84 X 3) + (109 X 4)
= 40 + 80 + 252 + 436
= 808
So, we can come into conclusion that in all 03 (three) ways Export Import Bank of Bangladesh Ltd. (EXIM Bank) has made tremendous success and improvement. The Bank has stood in top position in all analysis and survey.

Chapter-05: Recommendations

EXIM Bank has made a great success in the Banking sector for its outstanding performance since inception. As per Bangladesh Bank rating it possesses top position among all the 3^rd Generation Banks and a remarkable position among all Private Commercial Banks.
Despite tremendous success in different parts of Banking arena, EXIM Bank needs to take some initiatives for further improvement and reputation in its performance. The recommendations are mentioned below:

1. The Bank should offer facilities such as Visa Card, ATM Service to the customer to compete with other private and foreign Commercial Banks.
2. The Bank should introduce on-line banking system to compete with its competitors.
3. The Bank should launch “Consumer Investment Scheme” to attract more customers as well as to earn more profit.
4. The Bank should start more branches in the potential area of Dhaka, Chittagong and other city area in the country to make a good network all over the country.
5. The Bank should introduce more promotional programs to promote its products and services to the people.
6. The Investment (Loan & advances) sanction process should be easier so that the customers can feel convenient to take investment from the bank.
7. The Bank Authority should always be aware of its quality service because banking is a service-oriented business.
8. The Bank should patronize the small and medium level entrepreneurs for small & medium level industrialization.
9. The Bank should hunt low cost deposit from the depositor to provide borrowing customers reduced profit rate.
10. The Bank should train its all officers and executives to provide quick and quality service to the customers.
11. The Bank should introduce special scheme for their corporate customer or service holders like doctors, engineers, lawyers, teachers and other professionals.
12. The Bank should be careful to choose its borrowing customer to avoid Classified Investment (Loans & Advances).

Chapter-06: Conclusion

Performance means doing a job effectively and efficiently. Performance Evaluation System means a mechanism for improving the likelihood of the organization successfully implementing its strategy. It is a process to have the goal of strategy implementation. In this process senior management selects a series of measures that best represent the organization’s strategy.
The current report has been aimed at critically examining the Performance of a private commercial bank. The main objective of this report is to evaluate the overall performance of Export Import Bank of Bangladesh Ltd along with how efficiently the Bank is providing services to its customer. With this objective a comparative study was also done with the performances of EXIM Bank and other 03 (three) contemporary private commercial Banks. After analyzing in details of the performances a comprehensive recommendations have been made to overcome the limitations of EXIM Bank’s performances.
This paper used both primary and secondary data. To know the common feeling a questionnaire was used and total hundred employees have given their opinion through the questionnaire. After analyzing all available data it was observed that EXIM Bank is in better position in all respects.
Despite hard competition among banks operating in Bangladesh, both local and international, EXIM Bank has made tremendous and remarkable progress practically in every sphere of its activities. The bank is maintaining its position as one of the leading new generation private Banks in the country both in terms of capital base and good governance. This bank has been able to continue its overall progress. This success has been made possible due to dynamic leadership of its management as well as devotion and sincerity of all categories of officers and executives.
Another recent development is that EXIM Bank has already initiated its IPO (Initial Public Offer) and has been enlisted in Dhaka & Chittagong Stock Exchange.

Appendices

Apendix-A

Questionnaire regarding performance evaluation

This is a questionnaire related to overall financial performance and customer service of your Bank. The purpose of the data collection is completely academic and research oriented. Your thoughtful opinion on each question will help me to complete my research work and your identity will not be recorded anywhere. Please read all the questions attentively and tick the appropriate option on your practical experience. Many thanks God for your help and assistance.
Name of the Bank:…………………………..Bank Limited.

Number of participants:

If you want to put any more comments on performance evaluation systems of your Bank, please don’t hesitate to mention the same here. Your co-operation and sharing experience in this regard will highly be appreciated.

Appendix – B

Answer sheet of Questionnaire to the executives and officers of EXIM Bank

Name of the Bank  : Export Import Bank of Bangladesh Limited.

Number of Participants : 25 persons

Appendix – C

Answer sheet of Questionnaire to the executives and officers of Southeast Bank Limited

Name of the Bank : Southeast Bank Limited.

Number of Participants: 25 persons

Appendix – D

Answer sheet of Questionnaire to the executives and officers of Mercantile Bank Limited
Name of the Bank: Mercantile Bank Limited.

Number of Participants: 25 persons

Appendix – E

Answer sheet of Questionnaire to the executives and officers of Standard Bank Limited

Name of the Bank: Standard Bank Limited.

Number of Participants: 25 persons

Appendix – F

Performance of EXIM Bank at a glance:  [BDT in Million]

Source: Annual Reports of EXIM Bank

Appendix – G

Board of Directors of EXIM Bank:
BOARD OF DIRECTORS

Chairman  :         Md. Nazrul Islam Mazumder
Directors   :

• Mr. Md. Nazrul Islam Swapan
• Mr. Md. Altaf Hossain
• Mr. Md. Faiz Ullah
• Mrs. Nasima Akhter
• Engr. Mr. Md. Aminur Rahman Khan
• Mr. A.K.M. Nurul Fazal Bulbul
• Mr. Md. Zubayer Kabir
• Mrs. Rizwana K. Riza
• Mr. Md. Habibullah
• Mr. Md. Nur Hussain
• Mr. Anjan Kumar Saha
• Mr. Md. Abdul Mannan
• Mr. Kazi Masihur Rahman (Managing Director)

Appendix – H

Executive Committee of EXIM Bank
EXECUTIVE COMMITTEE

Chairman  :         Mr.Md. Nazrul Islam Mazumder
Directors   :

• Mr.Md. Nazrul Islam Swapan
• Mr.Md. Altaf Hossain
•  Mrs. Nasima Akhter
• Mr. A.K.M. Nurul Fazal Bulbul
• Mr.Md. Zubayer Kabir
• Mr.Md. Nur Hussain
• Mr. Anjan Kumar Saha
• Engr. Aminur Rahman Khan
• Mr. Md. Abdul Mannan
• Kazi Masihur Rahman

Appendix – I

Management of EXIM Bank at a glance: 

MANAGEMENT OF EXIM BANK:

Mr. Kazi Masihur Rahman
Managing Director

Mr. Ekramul Hoque
Deputy Managing Director

Mr. Md. Sirajul Islam Bhuiyan
Deputy Managing Director

Appendix – J

Organizational Structure

Appendix – K

Loans & Advances of all private commercial Banks from the year 2001 to 2006

[Amounts in million Taka]

Sources: “Resume of Financial Institutions” Published by Ministry of Finance & The City Bank Ltd.

Appendix – L

Operational    profit of private commercial Banks in the year 2005 and 2006

[Fig in crore]

Sources: The City Bank Ltd. and the National Dailies.