Credit Risk Management of Jamuna Bank Limited

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“Credit Risk Management of Jamuna Bank Limited”.


1.1 Introduction:

Modern banks play an important part in promoting economic development of a country. Bank provides necessary funds for executing various programmers underway in the process of economic development. They collect savings of large masses of people scattered throughout the country, which in the absence of the banks would have remained ideal and unproductive. These scattered amounts are collected, pooled together & made available to commerce in industry for meeting the requirements.

Economy of Bangladesh is in the group of world’s most underdeveloped economies. One of the reasons may be its underdeveloped banking system. Government as well as different international organizations have also identified that underdeveloped banking system causes some obstacles to the process of economic development. So they have highly recommended for reforming financial sector.

Banks are becoming more important to the economy as a whole and to local communities day by day. Certainly banks can be identified by the functions (service or role) they perform in the economy. Bank is a financial intermediary accepting deposits and granting loans; offers the widest menu of services of any financial institution. Banks are the most important financial institution in the economy. They are the principle sources of credit (loan able funds) for millions of individuals and families for many units of the government. Banks are also closely watched because of their power to create money in the form of easily spend able deposits by banks appears to be closely correlated with economic conditions, especially the growth of jobs & the presence of absence of inflation. The fact that banks creates money, which impacts the vitality of the economy. Bank provides individuals and business with loans that support consumption and investment spending.

Financial Institution perform the essential economic function of channeling funds from people who have saved surplus funds by spending less than their income to people who have a shortage of funds because they wish to spend more than their income. The channeling of fund from savers to spenders is so important to the economy because people who save are frequently not the same people who have profitable investment opportunities available to them. The absence of financial market individual lender and investor/borrower cannot get together. Without a financial market it is hard transfer funds from savers to investors/borrower. Financial intermediaries’ i.e. Depository Institution like Commercial Bank, Savings & Loan Associations, and Credit Institutions. It mainly consists of export, import and other foreign remittance. Direct Investment, export import and foreign remittance etc. play an important role in a developing economy. There is a great opportunity to invest the foreign remittance, which also comes from ‘wage earners’ working abroad, in several prospective investing fields like energy sector, telecommunication, and information technology etc in our economy.

Measured by total assets, commercial banks are the most important financial intermediary. Like other financial intermediaries, they perform a critical function of facilitating the flow of funds from surplus units to deficit units. Commercial banks basically focused on commercial lending. From the end of 19th century they are providing diversified services.

Commercial Banks have different sections such as section focusing on lending; a section helps in foreign trade, a section that collects deposits. This study more or less relates with general Banking & credit risk management of the activities of Jamuna Bank Limited.

With the globalization and technological innovation in the, banking business has become competitive. To cope up with this, bankers should give vast theoretical knowledge and professional knowledge as well as technical basic. MBA is one of the professional degree, is to provide students with the practical aspect of learning to the organizational setting. For the attainment of that purpose curriculum and syllabus is designed in a manner so that students are facilitated to give practical or empirical experience to some extent. As an MBA student of Stamford University, with Finance, I felt financial institution was my destiny to gather the real practical knowledge. With a view to develop skilled professional in that area, the internship-training program for MBA students is mandatory. For that consequence I prefer my internship program in the banking sector and the organization is the Jamuna Bank Limited.

1.4 Objective of the Study:

General Objective:

The General Objective is to prepare and submit a report on the topic “Credit Risk Management of Jamuna Bank Limited”.

Specific Objective:

  • The main objective of the study is to get a clear idea about the Banks and how it runs and what functions it does.
  • To observe the functionality of credit division at an scheduled bank.

§ To have idea on credit risk management and its regulation.

§ Compare JBL’s credit rating system with a same category schedule bank.

§ To identify pitfalls in existing system practiced by JBL and suggest necessary changes on the policy guideline.

1.5 Scope of the Study:

The study encompasses the banking management, organizational structure, credit facilities and credit risk management ofJamuna Bank Limited. This is the Thesis Paper on credit risk management of Jamuna Bank Ltd.

1.6 Methodology of the Report:

This report is based on the primary and secondary data. This report also bears the practical knowledge of individual worked at the particular branch during the internee period. So the methodology is the mixing of primary and secondary data with practical knowledge.

1.7 Sources of Information:

In order to make the report more meaningful, two sources of data have been collected.

Primary Source of Data:

§ Observation of working procedure while working in JBL (Jamuna Bank Limited).

§ Data collected through Face to Face interaction with client and relationship manager.

§ Data gathered from visiting head office credit division.

Secondary Sources of Data:

§ Printed materials like annual report, brochures, instruction manuals.

§ Various review journals were used as sources of relevant secondary data.

§ Other secondary sources were books and articles on the related factors in the conceptual framework of the report.

§ Website several other bank including JBL(Jamuna Bank Limited).

1.8 Limitation of the Report:

Although efforts will be made to make the report as comprehensive as possible, nevertheless, the following limitations have been identified for the preparation of the report.

  • Time is main point of limitation for this wide range of study. Due to the time limit, the scope and dimension of the report may not be broadened.
  • There is a lack of sufficient secondary data
  • All the concerned personnel of the bank’s different departments may not be interviewed.
  • Lack of in-depth knowledge and analytical ability for writing such report.


Profile of Jamuna Bank Limited

2.1 Historical Background of Jamuna Bank Limited:

Jamuna Bank Limited (JBL) is a Banking Company registered under the Companies Act, 1994 with its Head Office at Chini Shilpa Bhaban, 3 Dilkusha C/A, Dhaka-1000. The Bank started its operation from 3rd June 2001.

The Bank undertakes all types of banking transactions to support the development of trade and commerce of the country. JBL’s services are also available for the entrepreneurs to set up new ventures and BMRE of industrial units. Jamuna Bank Ltd., the only Bengali named new generation private commercial bank was established by a group of winning local entrepreneurs conceiving an idea of creating a model banking institution with different outlook to offer the valued customers, a comprehensive range of financial services and innovative products for sustainable mutual growth and prosperity. The sponsors are reputed personalities in the filed of trade, commerce and industries.

The Bank is being managed and operated by a group of highly educated and professional team with diversified experience in finance and banking. The Management of the bank constantly focuses on understanding and anticipating customers needs. The scenario of banking business is changing day by day, so the bank’s responsibility is to device strategy and new products to cope with the changing environment. Jamuna Bank Ltd. has already achieved tremendous progress within only eight years. The bank has already ranked as one of top quality service providers & is known for its reputation.

At present the Bank has real-time centralized Online banking branches (Urban & Rural) throughout the Country having smart IT-Backbone. Besides these traditional delivery point, the bank has ATM of its own, sharing with other partner banks & Consortium throughout the Country.

The operation hour of the Bank is 10:00 A.M. To 6:00 P.M. from Sunday to Thursday with transaction hour from 10:00 A.M. to 4:00 P.M. The Bank remains closed on Friday including government holidays.

2.2 Vision:

To become a leading banking institution and to play a pivotal role in the development of the country.

2.3 Mission:

The Bank is committed to satisfying diverse needs of its customers through an array of products at a competitive price by using appropriate technology and providing timely service so that a sustainable growth, reasonable return and contribution to the development of the country can be ensured with a motivated and professional work-force.

2.4 Objectives of Jamuna Bank Limited:

· Offering quick and improved clientele service through application of modern information technology. Bringing modern Banking facilities to the doorstep of general public through diversification of Banking services, thereby arousing saving propensity among the people.

· Playing an important role in the national progress by inculcating improved banking-customer relationship, thereby bringing us closer and closer to them.

· Ensuring highest possible dividend to the respect shareholders by making best use of their equity.

· Pursuing the policy of nurturing balance growth of bank in all sectors.

· Consolidating our position in the competitive market by introducing innovative banking products.

· Ensuring highest professional excellent for our work force through enhancement of their work efficiency and technological knowledge.

· Expanding the bank’s area of investment by taking part in syndicate large loan financing.

· Upholding the image of the bank at home and abroad by pursing dynamic and time-befitting banking activities.

· Ensuring capital adequacy, asset quality, efficient management, highest profit and satisfactory liquidity through successful implementation of the programmed for Marketing Core Risk banking.

2.5 Business Ideology:

Alongside providing best service to the clients, patronizing and taking part in social development activities as well as making due contribution to growth of the national economy.

2.6 Division of Jamuna Bank Limited:

Name of the divisions of JBL are as follows:

A. Human Resources Division (HRD):

It is one of the important divisions of the bank. It formulates the draft policies for the bank that is usually placed in the board meeting to accept. The division controls all the administrative activities of the banks. Decision about requirement, and postings of the bank employees in different divisions or branches as well as other important decisions are taken by the division.

B. General Service Division (GSD):

Administrative activities regarding general banking done here. To control these activities divisions issues necessary circulars.

JBL other activities regarding general banking are:

§ Opening new branches

§ Issuance of power of attorney to the officer of the bank.

§ Customer’s services.

§ Legal affairs.

§ General correspondence with Bangladesh

§ Cash affairs of the bank.

C. Audit and Inspection Division:

The role of the division is to conduct extensive visit to all branches allover the country and head office also. At the time of inspection the officers audit the books accounts and of the respective ranch, observe their performances and takes notes on their issues, which they think, are not fit to the originality. In this way each and every branch of allover the country comes under H/O’s supervision.

D. Finance and Administration Division (FAD):

This division can be called the central account division because all the accounts related activities are done here. All the branches send their monthly statement to the head office. In this divisions, using annual closing statements, which prepares monthly position of the bank in cumulative basis. The in charges of the branches are requested to ensure completion of annual closing of accounts and preparation of all the statements and returns accurately as per following detailed programmed. It may be mentioned here that from the annual closing statements, to prepare balance sheet, profit and loss account, close flow statement, statement of change in equity and liquidity statements according to bank companies Act. That bank, profit target of the bank for the year 2004 has been fixed at taka 125crores, deposit target at taka 3100 crores and advance target at taka 2700 crores. In this connection all concerned are ardently requested to exert all out combined efforts to raise the profit of the bank by taking all possible steps for enhancing quality, business of the bank and controlling avoidable expenditures which will help to earn higher earnings and make us able to achieve profit target.

Some important points and entries that are given below (From annual closing):

1) Balancing of Books.

2) Balance certificate.

3) Incidental charges/ service charges.

4) Interest on monthly savings scheme deposit and special deposit scheme a/c.

Service charges irrespective of all A/C’s on half-yearly basis as per following details:

Current A/c TK.200/-per year Savings A/cTK.100/-per STD A/cTK.200/-per year C/C A/cTK.100/-per year.

Requirement For Opening NMS:

§ One copy passport size photo.

§ Nominee name and photo.

5) Interest on CIBTA A/C.

It should be charged at the prevailing interest @8.75% p.a on the credit balance of respective branch.

6) Income Tax on Deposit Interest.

§ It should be realized @10% from the Interest Payable to the depositors.

§ Excise duty on deposit & Advance Account.

7) Income tax on Commission earned on L/C deducted at source, vat on common Banking services (L/C, L/G Remittance inland DD, TT, PO, SDR, MT, ETC) and vat on fuel bill.

Income Tax at the rate of 5% on commission earned on L/C from Bank’s portion of commission, VAT at source at the rate of 15% on the commission on banking services and VAT at the rate of 2.25% on fuel bill.

9) Stationary Consumed:

All stationary consumed up to debited to Expenditure A/C Printing Stationary and Expenditure A/C Security Stationary and Credited to Stock of Printing Stationary and Stock of Security Stationary in hand.

10) Expenses:

Accrued / Pre-Paid.

11) Interest on Advances.

Interest on Loans, Overdrafts and Cash Credits that is charged on quarterly basis must be actually and correctly calculated and charged for the quarter of the year.

12) Reversal of Adjusting Entries.

It must be reversed on the next working day after closing of the year.

13) Cash Remittance.

Outstanding in the Sundry Assets A/C if any, on account of cash Remittance made by the Branches must be adjusted.

14) Discounting of TT.

15) Unclear Cheques / Cheques under Collection.

Branches are advised that they should credit in the Deposit Accounts the amounts, which have actually been received/collected by them. Under no circumstances the Branch should include the amount of unclear CHEQUES in Deposits by Debiting Suspense A/C /CIBT A/C/BP A/C and Clearing Adjustment A/C. All advices pertaining to inter-Branch Transaction must be responded on or before closing to avoid inflated deposits.

16) Statements of Reconciliation of Bankers Account.

All concerned are advised to prepare separate statements of Reconciliation of Banker’s Account for the accounts maintained with different Bank’s. The monthly statement should be prepared correctly and the certificate of balances from each of the Banks should be enclosed with the relative statements.

E. International Division:

JBL has separate division to deal with foreign exchange business, which is known as international division. It plays a middleman role between a branch of JBL and foreign correspondents in the case of Export-import and other foreign exchange activities.

F. Marketing Division:

It is directly related to the marketing of the bank’s services. It takes all the arrangement in deposit mobilization, customer service related activities and all other marketing related activities. The main task of this division is to formulate strategies of achieving the bank’s corporate objectives.

G. Credit Card Division:

The bank sets this division only for implementation purpose of its credit card service. This division controls all activities dealing with operation of credit card. The bank has implemented its credit card on March 20, 1997.

H. Computer Division:

As all the branches of JBL except sandpit become computerized this division has a lot of activities to maintain all branches. I f any problem faced by any officer of any branches he/she can get help by telephone and can get guidance from this department. For significant problem this division sent their related specialist to this branch to correct this problem. On the other this division always helps by providing latest software of banking sector.

I. Tax Department:

This new and special department is formed for the purpose of monitoring all activities related to tax of government. They always take steps as a way that will be easy to follow for their branches according to the rules regulation of taxation. For this reason this department always keeps proper communication and relation with Bangladesh Bank and National Board of Revenue (NBR)

J. Law and Recovery Division:

JBL has a separate division for recovery of classified stuck up advances and to take lawful actions against these types of defaulters. The main task of this division is to make proposal to take lawful action against the classified and stuck-up loan holders.

Sports and Cultural Activities:

JBL is a vibrant and promising bank. Its activities are not limited only to business and financial matters. Out of social responsibility, JBL has extended its support for expansion of educated in the country. With this objective, the Jamuna Bank ltd. Foundation was formed in 1989. Since its inception, JBL has been playing a pioneering role in sponsoring sports and games in the country. JBL was the sponsor of Metropolis Football League and Senior Division Football League last year. Besides, JBL extended substantial patronization to Bangladesh Olympic Association and Bangladesh volleyball Federation in 2003.The Bank never hesitates to extend its helping hands to the people as in the days of crisis so also in the exuberant happy moments of cultural events.

2.7 Management Hierarchy of JBL:


2.8 Organgram of JBL:

2.9 Present Trends of The Bank:

2.9.1Number of Branches:

JBL, which started its operation at Dilkusha Branch on 1994, was the first and major private commercial Bank in Bangladesh operating throughout the country as well as the age of the Bank is 10 years. During this period it has established total 57 branches over the country and made a smooth network in side the country as well as throughout the world. The number of increasing branches as year wise is mentioned in the table.

Table 01: Number of Branches of JBL from year 2005 to 2009.

Years 2005 2006 2007 2008 2009
Number of Branches 20 30 40 45 57

Graph 01: Number of Branches of JBL.

Interpretation: Numbers of branches remain same of JBL from 2005 to 2009; which are 40 in numeric number increased in 2008, which was 45, confirms the better performance over the years. In 2009 the number has been increased to 57, which is a good achievement for any private bank. It indicates that the bank is performing well over the last five years.

2.9.2 Number of Employees:

Jamuna Bank ltd .is the pioneer in private banking sector. The numbers of employees increased throughout its life because of growing nature. In 2008 the number of employees were 2270, which were 2183 in 2007 and 2133 in 2006. Number will be increased when the number of branches will be increased.

Table 02: Numbers of Employees of JBL from year 2005 to 2009.

Years 2005 2006 2007 2008 2009
Number of Employees 2185 2133 2183 2270 2432

Graph 02: Numbers of Employees of JBL.

Interpretation: It seems that as the branches increases, the numbers of the employees also increases to provide better customer service to retain the passion in the banking sectors. It indicates that the bank is performing well over the last five years.

2.9.3 Number of Foreign Correspondents:

Jamuna Bank ltd. is the pioneer in private banking sector. In 2008 the Number of foreign correspondents are 400, which are 391 in 2005 and 358 in 2004. Number of Number of foreign correspondents will be increased when JBL is able to make contract with other oversees financial institution.

Table 03: Number of Foreign Correspondents of JBL from year 2005 to 2009.

Years 2005 2006 2007 2008 2009
Number of foreign correspondents 358 410 391 400 405

Graph 03: Foreign Correspondents of JBL.

Interpretation: It seems that JBL maintains good relationship with its foreign banks and exchange houses. For this reason the numbers of the foreign correspondences are increasing day by day. It indicates that the bank is performing better over the last five years.

2.9.4 Capital Structure of Jamuna Bank Limited:

Jamuna Bank ltd. is one of the oldest banks in Bangladesh. It owns one of the strongest capital structures in the banking history of Bangladesh. Authorized capital is increased in 2008 which is 2450 millions. Apart from that paid up capital is also increased since it started its journey. On the report the paid up capital is reported Taka 805.47 million. Last year it was 619.59 million, which was lower than the amount reported in the year 2008.

Table 04: Capital Structure of JBL from year 2005 to 2009.

Years 2005 2006 2007 2008 2009
Authorized capital 1,000.00 1000.00 1000 2450.00 2450.00
Paid up capital 430.27 516.33 619.59 805.47 1208.20
Reserve Fund 1270.63 1345.99 2115.03 2468.79 3360.18

Graph 04: Capital Structure of JBL.

2.9.5 Deposits of Jamuna Bank Limited:

On 2009 total deposits of the bank stood at TK. 47961.2 million which is higher than last years 40350.9 millions and the growth rate is 18.86%. The increasing trend of collecting deposit is followed in last five year.

Table 05: Deposits of JBL from year 2005 to 2009.

Year 2005 2006 2007 2008 2009
Deposits 22257.12 28973.39 32984.05 40350.9 47961.2
Growth rate NIL 30.18% 13.84% 22.33% 18.86%

Graph 05: Deposits of JBL.

Interpretation: From the Chart and the Table shown above, it is visible that from the year 2005 to 2006 the deposit had been increased by 30.18%. It is also seen that from the year 2007 to 2009 the amount has been increased steadily. In the year 2007, the total deposit of Jamuna Bank Limited has reached 47961.2million Taka, which is 18.86% more from the year 2008. It indicates that the bank is performing well over the last five years in collecting deposits.

2.9.6 Loans and Advances of Jamuna Bank Limited:

With a view to improve the quality and soundness of Loan portfolio, the bank arranges more strict procedure for risk assessment, lending decisions and monitoring functions at the time of granting Loans and Advances. The emphasis on maintaining the quality of assets has rendered a diversified and well-structured advances portfolio. I have furnished below the loan and advance position of Jamuna Bank .Limited to comparison its progress for last five years.

Table 06: Amount of different types of advances of JBL from year 2004 to 2009.

Year 2005 2006 2007 2008 2009
Loans, Cash credit, Overdrafts etc. 21119.53 21613.77 24913.19 29619.6 33137.02
Others 1137.62 1226.67 2107.01 3090.08 3338.73
Total 23122.53 23617.77 26918.19 31625.6 35144.02
Growth rate NIL 13.12% 33.22% 22.41% 13.28%

Graph 06: Loans and Advances of JBL.

Interpretation: Here it can be observed from the chart that the growth rate of loans and advances has been increased day by day and it recorded 13.28% growth rate in the year 2009. Jamuna Bank .Limited extended its credit in different sectors like Agriculture, pharmaceuticals, textiles and garments, chemical industries, Food and allied, transport and communications industries, electronics and automobiles industries, housing and constructions industries, engineering and metals industries, energy and power industries, services industries and many other industries.

2.9.7 International Trade of Jamuna Bank. Limited:

In the year 2009 Jamuna Bank Limited remains highly active in the arena of international trade financed by offering a board spectrum of services namely, Issuance of Documentary Credit, Advising of Export L/Cs, Purchase and negotiation of export bills, Documentary collections, pre-shipment and post-shipment financed, Remittance Disbursement Activities etc.


In the year 2009, Jamuna Bank ltd. saw the highest ever growth rate in import business, which stood at Tk 62759.00 million, compared to 2008 volume of Tk 42458.50 million marking the increase of 47.81% from last year. The major import items of the year were: Coals, Steel items, HDPE, Raw cotton, Fabrics and Accessories, Industrial commodities and Seeds, poultry feeds, capital machineries etc

Table 07(a): Import of JBL from year 2005 to 2009.

Year 2005 2006 2007 2008 2009
Import 19264.5 22028.3 31648.2 42458.5 62759
Growth rate NIL 14.35% 43.67% 34.16% 47.81%

Graph 07(a): Import Performance of JBL.

Interpretation: Throughout the years JBL is getting better and better in import business service provider, because they provide the best customized self-tailored service to its different valued customers. It indicates that the bank is performing well over the last five years in import service business.


Jamuna Bank ltd .experienced sound growth of export business in 2009 from 2008. The volume of export business rose 28019.2 million from Tk 31824 million in 2009 showing and increase of around 13.58%. As before, Ready Made Garments still remained in the major export item of 2009 constituting more than 19.3%. The other export items were frozen fishes, which was 4.2% of total export.

Table 07(b): Export of JBL from year 2005 to 2009.

Year 2005 2006 2007 2008 2009
Export 16341.8 17105.3 21344.1 28019.2 31824
Growth rate NIL 4.67% 24.78% 31.27% 13.58%

Graph 07(b): Export Performance of JBL.

Interpretation: The increasing trend of performing export business for client has been experienced for last few years. In the year 2008, JBL experienced the highest ever growth rate which was 31.27%, but the highest amount of export revenue is earned by JBL in the year 2009, which is around 31824 millions. It seems that JBL is getting better and better day-by-day in this sector.

2.9.8 Foreign Exchange Business:

Jamuna Bank .Limited has passed a successful year in foreign exchange business. JBL expended the foreign exchange business in different countries with different agencies in last year. Jamuna Bank ltd. made money transfer arrangements with Bolaka exchange house last year. JBL has the highest number of foreign correspondents in abroad. So it receives the major portion of remittance from the non-returning Bangladeshis and from the international importers. National Bank’s remittance volume increased at a huge amount by 56.80% about Tk 21353.9 million from last year’s Tk 13618.2million. It also increased by 29.07% in the year 2009.

Table 08: Foreign Remittance Business of JBL from year 2005 to 2009.

Year 2005 2006 2007 2008 2009
Foreign remittance 7637.5 9035.5 13618.2 21353.9 27560.8
Growth rate NIL 18.30% 50.72% 56.80% 29.07%

Graph 08: Foreign Remittance of JBL.

Interpretation: It indicates that the bank is performing well over the last five years in foreign remittance business.

2.9.9 Profit of JBL:

Profit performance of Jamuna Bank Limited proves that it is performing well in the last five years. In 2005, profit before tax was 336.09 millions. Profit became 88.12 millions, when tax for that year was deducting. Since then, the profit before tax and profit after tax are increasing at a faster growth rate. The highest amount of profit is earned in 2009. The profit of last five years suggests that JBL is managed well during that time.

Table 09: Profit of JBL from year 2005 to 2009.

Year 2005 2006 2007 2008 2009
Profit before tax 336.09 484.21 581.13 1058.73 2035.1
Profit after tax 88.12 170.02 271.67 507.49 1238.11

Graph 09: Profit Level of JBL.

Interpretation: It indicates that the bank is performing well over the last five years.

Source & Utilization of Capital:

Main part of the source of capital of JBL bank is Equity of Share Holder & Savings of mass people. That money the bank used for short term & long term debt/loan to the different enterprise & financial institutions and earns huge profit against that.

Pie Chart 01: Source of fund.

Pie Chart 02: Use of fund.

2.10 Performance Management of JBL:

Since its inception JBL is operating by its high profile management. Many of its sponsor directors are leading industrialist of our country and manager including board members has wide and experience in banking industry. As its performance gave a clear idea of its management’s efficiency some the performance ratio is plotted below to give an idea of its management’s performance:

Fig 01: Performance of JBL’s Management

2.11 Well Performance Indicators of JBL and Their Reason:

Measurement Reason
Marginal Cost of Fund As the economy money flow to the economy tightened after year FY 04 and onwards banks were to cut their interest rate due expansionary policy undertaken by Bangladesh bank
Efficiency Ratio As efficiency ratio of any bank measures its overhead structure it indicates decline in its cost pattern it is mainly because of taking time to consume its cost occurred at it’s inception.

2.12 Poor Performance indicators of JBL and its Reason:

Measurement Reason
Profit in Lending It is clearly under stable from the graph that it is a perfect replica of marginal cost of funds. So we can assume and say that it is due to the policy undertaken by the Bangladesh bank authority and Government of Bangladesh
ROAE JBL has issued new issue in the year of 2004 and 2006 so its observe a declining trend afterwards year 2003.
ROAA It is also a reflection of the fast growing asset base of JBL relating to its profit. But it is alarming as it is failing to generate expected level of profit out of its assets.
Per Employee Deposit JBL has recruited fair amount of people after wards 2003 responding to its expansionary policy and new branches also added to its operation every single year so it causes decline in pool of new deposit per employee.

2.13 Five Years’ Performance: At A Glance

2.13.1 Highlights on The Overall Activities of The Bank as at and For The Year Ended at 31 December, 2005, 2006, 2007, 2008 and 2009:

Sl No

Particulars Year- 2009 Year – 2008 Year – 2007 Year – 2006 Year – 2005
1 Authorized Capital 4,000.00 1,600.00 1,600.00 1,600.00 1,600.00
2 Paid Up Capital 1,225.71 1,072.50 429.00 429.00 390.00
3 Reserve funds 651.92 629.33 487.46 245.65 93.97
4 Tier I Capital (capital & Shareholder’s Equity) 1,651.58 1,562.47 807.14 607.32 451.37
5 Tier II Capital 221.14 139.36 109.32 67.33 32.60
6 Deposit (Core & Bank) 20,924.00 17,284.81 14,454.13 10,450.16 6,614.06
7 Advances 16,617.45 12,796.63 11,011.83 6,722.80 3,239.52
8 Investments 5,390.03 2,552.67 2,037.84 1,163.70 935.48
9 Import Business 22,191.84 15,457.66 12,151.90 7,923.90 3,801.21
10 Export Business 13,990.33 11,583.64 6,521.80 4,790.80 3,068.51
11 Total Income 3,102.99 2,749.90 1,727.20 1,397.27 846.73
12 Total Expenditure 2,278.79 2,048.58 1,307.26 1,088.44 717.86
13 Operating Profit 824.20 701.32 419.94 308.83 128.87
14 Profit Before Tax 405.04 499.97 363.31 273.70 110.97
15 Profit After Tax 89.11 253.40 199.82 155.95 61.14
16 Fixed Assets 174.40 137.36 106.46 97.99 66.60
17 Total Assets 26,405.40 20,157.02 16,863.77 13,491.52 9,766.79
18 Contingent Liabilities and Commitments 6,409.26 6,574.38 5,445.68 2,903.96 1,772.76
19 Number of Branches 35 29 23 19 15
20 Number of Employees 861 631 525 447 314
21 Number of Correspondents 715 643 390 333 250
22 Income from Investment 474.48 255.66 126.30 80.44 27.37
23 Earning Per Share (EPS) 8.04 31.94 46.58 36.35 14.25
24 Net Asset per Share Taka 135.14 135.68 188.14 141.57 115.74

2.13.2 Financial Highlight – Ratio Analysis:

Sl. No.

Particulars 2009 2008 2007 2006 2005
Performance Ratio %
1 Return on Assets (ROA) 1.74 2.7 2.39 2.35 1.47
2 Return on average Assets (After tax) 0.38 1.37 1.32 1.34 0.81
3 Return on average equity (ROE) 5.54 21.39 28.25 29.46 14.53
4 Net Interest Margin (Average) 4.39 4.39 3.24 3.35 2.49
5 Net Interest Margin 3.88 4.06 2.93 2.87 1.93
6 Efficiency Ratio 37.96 38.64 38.4 39.74 49.24
7 Return on Investment 8.8 10.02 6.2 6.91 2.93
8 Profit Margin 13.05 18.18 21.03 19.59 13.11
9 Return on risk Weighted Assets 2.69 4.35 4.03 4.68 3.57
10 Burden Coverage 63.59 74.43 72.57 65.66 56.95
11 Ratio of fees Income 10.34 11.96 11 9.57 8.41
12 Interest Yield 12.77 13.87 10.68 11.58 11.02
13 Marginal Cost of Fund 7.64 8.98 6.82 7.08 6.61
14 Burden Cost of Fund 8.13 9.67 7.22 7.63 7.04
15 Burden Yield on Advances 13.58 15.34 12.09 11.9 12.38
16 Profit on Lending 5.45 5.67 4.87 4.27 5.35
17 Yield on Advance 13.15 14.81 12.72 13.04 14.77
18 Interest expenses to Total Expenses 77.87 78.44 79.97 81.29 82.58
19 Salary Exp. To Total Overhead Exp. 47.36 43.38 43.33 48.46 50.11
20 Salary Exp. To Fees Income 74.49 58.28 59.71 73.81 87.99
21 Expenses on Coverage 78.96 90.27 86.52 75.5 64.68
22 Return on Paid -up Capital 7.27 23.63 46.58 36.35 15.68
23 Productivity Ratio 29.68 32.74 31.37 29.19 30.06
24 Per Employee Deposit 24.3 28.81 27.53 23.38 21.06
25 Staff per Branch 24.6 21.43 21.88