Performance of Mercantile Bank Limited through General Banking and Loan & Advance

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“Performance of Mercantile Bank Limited through General Banking and Loan & Advance.”

1.0 Introduction

Mercantile Bank Limited is a private commercial bank with Head Office at 61 Dilkusha C/A, Dhaka, Bangladesh started operation on 2nd June 1999. The Bank has 43 branches spread all over the country. With assets of Tk. 130780.93 million and more than 3000 employees, the bank has diversified activities in retail banking, corporate banking and international trade.

2.1 Historical Background

Mercantile Bank Limited (MBL) was incorporated in Bangladesh as a banking company under the company acts 1913 and commenced operation on 2nd June 1999. Numerically it is just another commercial bank, one of many now operating in Bangladesh, but the finders are committed to make it a little more different and a bit special qualitatively. This bank will have a new vision to fulfill and a new goal to achieve. It will try to reach new heights for realizing its dream.

Mercantile Bank Limited (MBL), a bank for 21st century, it is not a mere slogan. The bank has been manned with talented and brilliant personnel, equipment with most modern technology so as to most efficient to meet the challenges of 21st century.

As regards the second slogan of bank Efficiency is our strength is not a mere pronouncement but part of their belief, which will inspire and guide them in their long and arduous journey ahead.


Objectives of this bank are divided in the two main parts:

Strategic objectives:

To achieve positive economies value added (EVA) each year

To be market leader in the product innovation.

To be one if the top three financial institution in Bangladesh in terms of cost efficiency.

To be one of the top five financial institution in Bangladesh in terms of market share in all significant market segments

Financial objectives:

To achieve a return on shareholders’ equity of 20% or more, on avera

2.3At a glance of MBL

Name Mercantile Bank Limited
Date of incorporation 20th May, 1999
Date of inauguration of operation 2nd June, 1999

Registered Office

61, Dilkusha Commercial Area

Dhaka –1000, Bangladesh

Tel-02-9559333, 0171-1535960

Fax: 880-2-09561213

Telex: 642480 MBLMB BI

Logo Mercantile Bank Limited

efficiency Is our strength

Name of the Chairman of the Board Md. Abdul Jalil
Name of the managing Director Shah Md. Nurul Alam
Number of branches 43
Services provided Deposit Scheme, credit facility and foreign exchange services
Diversification of Product And Services Corporate banking, Retail Banking
Paid up capital 99.93(Million)
Profit after tax & provision 38.68(Million)
Publicly Traded Company Shared quoted daily in DSE & CSE
Credit Card Member of Master Card
Banking operation system Both conventional and foreign exchange system
Technology used Member of SWIFT, online banking, UNIX based computer system
Number of shareholders 5199
Market value per share 100

2.4 The Structure of MBL

The organization structure and corporate of Mercantile Bank Limited (MBL) strongly reflect its determination to establish, uphold and gain a stronger footing as an organization which is customer-oriented and transparent in its management.

2.4.1 Board of Directors

The Board of Directors consists of 21 member elected from the sponsors of the Bank. The Board of Directors is the apex body of the bank.

2.4.2 Board Committees

The Board of Directors who also decides on the composition of each committee determines the responsibilities of each committee.

2.4.3 Executive Committees

All routine matter beyond delegated powers of management are decided upon by or routed through the Executive Committee, subject to ratification by the Board of Directors.

2.4.4 Policy Committee

All mater relating to the principles, policies, rules, and regulation, ethics etc. for operation and management of the bank are recommended by the Committee to the Board of Directors.

2.5 Management

The management of the bank is vastly on a Board of Directors, for overall supervision and directions on policy matters by the board. The power of general supervision and control of the affairs of the bank is exercise by the president and managing director of the bank who is the chief executive officer. Above all, the bank will be manned and managed by a galaxy of talented professionals proficient in their individual fields and dedicated to the cause of the bank.

2.6 Vision, Mission and Core Values:

Mercantile Bank Limited aims to become one of the leading Banks in Bangladesh for their quality of operations in their banking sector. This bank has some mission to achieve the organizational goals.


To ensure the competitive advantages by upgrading banking technology and information system and to meet the needs of the clients, capital adequacy, asset quality, sound management practice and enhance the profitability by creating corporate culture and strong capitalization.


Mercantile Bank Limited provide high quality financial services to strengthen the well-being and success of individual, industries and business communities. And provide better benefits to their customer and good returns to their shareholders.

The Bank creates wealth for the shareholders for believe in discipline growth strategy. Also maintain congenial atmosphere for which people are proud and eager to work with this Bank.

Core values:

For the customers:

-Providing with caring services by being innovative in the development of new banking products and services.

For the shareholders:

-Maximizing wealth of the bank.

For the employees:

Respecting worth and dignity of individual employees devoting their

energies of the progress of the bank.

For the community:

– Strengthening the corporate values and taking environment and social

risks and reward into account.

MBL is always ready to maintain the highest quality of services by upgrading banking technology prudence in management and by applying high standard of business ethic enough its established commitment and heritage. This bank is committed to ensure its contribution to national economy by increasing its profitability through professional and disciplined growth strategy for its customer and by creating corporate culture in international banking arena

2.7 Management Hierarchy

The board of directors consists of eminent personalities from commerce and industry of the country. Mr. Md. Abdul Jalil, the Founder Chairman of this Bank, is the member of parliament of the National Assembly and a businessperson, besides being an eminent personality of the country. Highly qualified and efficient professionals manage this bank. Board of Directors who also decides the composition of each committee determines the responsibilities of each committee. All routine matters beyond delegated powers of management are d decided by or routed through the executive committee, subject to rectification by the board of directors.

Source: HRD,H.O. MBL

Figure: Management Hierarchy Of MB

2.8 Operations

The importance of the mobilization of saving for economic development of our country can hardly be over emphasized. The bank considers savings and deposit as life-blood of the bank. More the deposit, greater is the strength of the bank. So, they intends to launch various new savings schemes with greater is the strength of the bank and prospect of higher of return duly supported by a well-orchestrated system of customer services.

Technology such as computer, ATM, Tele-communication etc. all would be harmonized and adapted to the system in order to provide round-the-clock and any-branch services to the clients. Travelers’ cheques, credit cards and other ancillary services including payment of different bills from one counter will also be introduced to achieve the ultimate goal of ONE-STOP service to the customers’ value.

The bank would cater to the credit needs of individuals as well as corporate clients. Initially it will emphasize on trade finance, which would be short-term and self-liquidating in nature. Considering the importance of Export and Import and also handing of foreign remittance business would be given top-most priority.

Customer credit is a relatively new field of micro-credit activities. People with limited income can avail with this credit facility to buy any household effects including car, computer and other durable. Mercantile Bank Limited (MBL) will play a vital role in extending the consumer credits in line with its policy of people-oriented banking.

Lease-Finance is an area of business where the bank would activity participates. Because of certain built-in advantages, the industrial entrepreneurs are being increasingly attracted to this type of financing. Moreover, Mercantile Bank Limited (MBL) intends to expand the scope of this finance to include financing of agricultural equipment’s as well.

The bank would not depend only on interest earnings; rather it would strive hard to go for fee-based income from non-activities of the bank. This type of business include capital market operations like Underwriting, Portfolio management, Mutual fund management, Investors’ account as well as commission-based business like Letter of Guarantee, Inland remittance, Foreign remittance etc. These businesses usually do not

involve bank’s fund, but on the contrary, offer immense opportunity and scope to expand bank services to the members of public at large.

2.9 Corporate Information




Registered Office

61, Dilkhusha C/A, Dhaka-1000, Bangladesh




642480 MBLMB BJ & 642409 MBLID BJ




External Auditors


Howlader,yunus & co.

Chartered Accountants,

52, Motijheel C/A


Legal Advisors

Din and Associates

Hakim and Hakim Associates


Mr. A. J .K. AHME

2.10 Network of the Branches:

Mercantile Bank has 36 existing branches and some other proposed branch all over Bangladesh to provide better services to their valuable customer. The objective of MBL is not only to earn profit but also keep the social commitment and to ensure its co-operation to the persons of all levels, to the businessmen, industrialists-specially who are engaged in establishing large scale industries by consortium and the agro-based export oriented medium and small scale industries by self inspiration. MBL as the largest private bank is committed to continue its endeavor by rapidly increasing the investment of honorable shareholders into asset.

2.11 R & D: Investment into the future

Excellence in banking operation depends largely on a well-equipped and efficient research and development division. Such activities require the investment of substantial money and set of highly qualified personnel with multidisciplinary background. Although it is not possible at this stage to undertake R&D activities similar to those of a bank in the developed countries, Mercantile Bank has established a core research and planning division comprising skilled persons from the very inception of the bank.

2.12 Financial Products & Service

The Bank launched a number of financial products and service since its inception. Among them monthly saving Scheme, Monthly Benefit Scheme, Double Benefit Scheme, Special Saving Scheme, Life Long Pension Scheme, Consumer Credit Scheme, small Loan Scheme and Lease Finance Scheme have achieved wide acceptance among the people.

2.13 Human Resources Development:

In today’s competitive business environment, the quality of human resources makes the differences. The Bank’s commitment to attract high quality persons to work for it is reflected in the effort of the Bank. In the face of today’s globalization the Bank envisages to develop highly motivated workforce and equip them with latest skills and technologies. The Bank evolve human resources development strategy with a view to ensuring good working environment, a high level of loyalty, and commitment, devotion, and dedication on the part of the employees.

2.14 Training Division:

The Bank has set up Training Institute for providing training facilities to its officers. The training Institute has already conducted a number of foundations and specialized training courses. A number of officers were sent to Bangladesh Institute of Bank Management (BIBM) and other training institutes at home and abroad for specialized training on various aspects of Banking.

2.15 Function of MBL:

The functions of commercial Banks are now wide and varied. However, the functions of commercial banks may broadly be classified under the following categories-

A. Primary function:

1. Accept deposit.

2. lends money.

3. create credit.

4. creates medium of exchange.

B. Secondary function:

Modern commercial Banks like MBL, besides performing the primary functions, cover a wide range of financial services to meet the growing need of the time. Some of these services (Agency Services, Generally Utility Services, Foreign Exchange Business) are available only to the customers while others are available to the public in general.

2.16 Financial Summary:

A summary of the overall performance of the MBL is given below:

Particulars 1999 2000 2001 2002 2003 2004 2005
Income statement
Interest income 86.18 490.85 964.59 1281.19 1588.67 2120.82 2720.38
Interest exp 62.47 364.95 700.99 923.11 1115.82 1509.00 1987.16
Net int income 23.71 125.90 263.60 358.08 472.85 611.82 733.22
Non interest income 28.65 178.40 304.31 311.11 401.05 596.85 752.13
Non interest exp 32.21 112.17 163.75 201.95 298.58 386.91 518.12
Net non int exp (3.59) 66.23 140.56 103.16 102.47 209.58 234.01
Profit before provision , tax 20.15 192.13 404.16 461.24 575.32 821.76 967.23
Profit after Provision before tax 11.47 161.77 374.96 429.04 427.32 554.26 703.33
Profit after tax 6.88 97.06 214.96 256.54 215.91 312.58 386.83
Balance sheet
Authorized capital 800.00 800.00 1200 1200 1200 1200 1200
Paid up capital 245 245 276.85 319.77 639.53 799.41 999.27
Total capital 261.06 389.96 596.44 684.56 1235.23 1617.81 2045.86
Deposit 3104.63 8896.20 12234.70 15150.42 16285.19 22385.19 25727.43
Loans ,advances 871.46 3912.97 6707.42 8896.19 10775.95 17669.29 21857.05
Investment 70.18 450.32 882.47 1382.29 2107.26 3108.51 3517.68
Fixed assets 17.97 51.39 67.76 69.75 81.50 103.54 366.80
Total assets 341.45 9364.50 13085.86 16383.17 18324.73 24098.09 28890.48
Foreign exchange Business
Import 2096.20 9219.50 12268.00 15112.50 20380.80 28325.20 33271.90
Export 1011.00 6554.40 10457.50 11377.30 12250.60 17411.00 24108.57
Remittance 42.60 368.80 308.40 496.30 474.00 671.30 679.10
BIS Capital measures
Total risk Weight assets 905.50 3638.30 6170.50 8437.55 11788.09 15793.41 19693.04
Core capital(Tier-1) 252.22 348.98 527.19 594.09 1129.77 1442.35 1829.19
Supplementary capital (Tier-11) 8.84 40.98 69.25 90.46 105.46 175.46 216.66
Tier-1 capital ratio 27.85% 9.59% 8.54% 7.04% 9.58% 9.13% 9.2%
Tier-11 capital ratio 0.98% 1.13% 1.12% 1.07% 0.90% 1.11% 1.10%
Total capital ratio 28.83% 10.72% 9.665 8.11% 10.48% 10.24% 10.39%
Credit quality
Non performing loans (NPLs) 5.16 37.49 444.02 726.17 905.74
Provision for unclassified loans 8.68 39.04 66.94 88.14 103.14 173.14 214.34
Provision for classified loans 1.30 12.30 145.30 342.80 523.00
% of NPL to Total L and Ad 0.08% 0.42% 4.12% 4.11% 4.14%
Share information
Share price(BDT) 540.00 390.75
NO. of Shares outstanding(000) 2450 2450 2768.50 31997.65 6395.30 7994.125 9992.656
Earning per share(BDT) Basic diluted 2.81 35.50 70.59 84.24 57.88 31.28 38.71
2.81 35.50 70.59 84.24 57.88 31.28 38.71
Dividend per share (BDT)

Cash (BDT) stock











13:100 1:10 1:20 1:4 1:4 1:5
Dividend yield % 4.63% 6.40%
Dividend pay out ratio 79.89% 56.67% 47.48% 43.19% 63.94% 64.58%
Market capitalization 4316.83 3904.63
Book value per share (BDT) 106.56 159.17 215.44 214.08 193.16 202.38 204.74
Market value

Book value


267* 1.91*
Price earning multiple 17.26* 10.09*
Operating performance ratio
Net interest margin 2.54% 2.64% 3.13% 3.16% 3.36% 3.24% 3.05%
Net non interest margin (0.38%) 1.39% 1.67% 0.91% 0.73% 0.74% 0.97%
Earning Base in assets 97.55% 94.20% 96.35% 93.26% 91.59% 93.88% 90.40%
Operating efficiency ratio 82.45% 71.29% 68.15% 71.06% 71.09% 69.76% 72.15%
Credit deposit ratio 115.49% 96.25% 92.55% 89.20% 74.38% 89.30% 91.68%
Cost of funds 7.60% 7.99% 8.42% 8.32% 8.24% 8.10% 8.42%
Return on assets .40% 1.52% 1.91% 1.74% 1.24% 1.47% 1.46%
Return on equity 5.27% 29.82% 43.58% 40.05% 22.49% 21.91% 21.12%
Equity multiple 13.07* 24.01* 21.94* 23.93* 14.84* 14.90* 14.12*
Other information
No of the Branches 4 10 14 15 20 25 28
No. of the employees 168 219 305 363 492 544 663
No. of the foreign correspondents 70 102 145 215 240 255 266

Operating and financial performance of

General banking and Loan &Advance

3.0 Introduction

Bangladesh is one of the less development countries. So the economic development of the country depends largely on the activities of commercial Banks. So we need to emphasis whether these commercial Banks are effectively and honestly performing their functions, assign their duties, and responsibilities. In thus respect we need to know about the general banking function of those Banks as well as the MBL, is to provide the general banking service.

The general banking department does the most important and basic works of the bank. All other departments are linked with this department. It also pays a vital role in deposit mobilization of the branch. MBL provides different types of accounts, locker facilities and special types of saving scheme under general banking. For proper functioning and excellent customer service this department is divided into various sections namely as follows.

1. Deposit section

2. Account opening section

3. Cash section

4. Bills and clearing section

5. Remittance section

6. FDR section

7. Accounts section

3.1 Deposit

Abank is essentially an intermediary of short-term funds. It can carry out extensive lending operations only when it can effectively channel the saving of community. A good banker is one who effectively mobilizes the saving of the community as well as makes such use of saving by making it available to productive and priority sectors of the economy thereby fostering the growth and the development of the nation economy.


Therefore deposit is the blood of bank. From the history and origin of the banking system, we can know those deposit collection the main function of a bank.

(BDT in Million)

Deposit 2005 2004 2003 2002
25,727.43 22,385.19 16,285.19 15,150.42

3.1.1 Accepting deposit:

The deposits that are accepted by MBL like other banks may be classified into,

Demand deposits, Time deposits.

3.1.2 Demand deposits:

These deposits are withdrawn without notice, e.g. current deposit. MBL accepts demand deposit through the opening of,

q Current account,

q Saving account,

q Call deposit from the fellow bankers.

3.1.3 Time deposits:

A deposit which is payable at a fixed date or after a period of notice is a time deposit. Mercantile bank accepts time deposits through fixed deposit receipt (FDR), short time Deposit (STD), bearer certificate deposit (BCD) etc. While accepting these deposits, a contract is executed between the bank and the Customer. This contract will be a valid one only when both the parties are competent to enter into contracts. As account initiates the fundamental relationship and since the Banker has to deal with different kinds of persons with different legal status, MBL officials remain very much careful about the competency of the customer

3.2 Account opening section

Deposits are the lifeblood of a bank, which is invested, in a bank through opening an account.

When a customer/organization/company/firm/society/club etc wants to open a bank account he/she has to filled a bank prescribed form and have to attach their organization’s documents are follows:



Private Limited

Trade License Trade License Trade License
Photograph Photograph Photograph of Directors
Partnership Deed Certificate copy of Memorandum and Articles of Association
Certificate of

Incorporation /Introduction

List of Directors as per Return of Joint Stock Company with Signature
Resolution for opening account with the bank

After observation of all the formalities/documents mentioned above, an applicant is required to deposit minimum Tk1000 for opening a saving bank account and Tk.1000 for opening a current account, which is called initial deposit. As soon as this money is deposited, the bank opens an account in the name of the applicant. It should be noted that the permission of the competent authority for opening of an account is necessary. The bankers then supplies the following books to the customers to operate the accounts.

a) Pay-in–slip book;

b) Cheque book; and

c) A passbook,

MBL keeps the deposit on the form of different accounts, like:

§ Current Account

§ Saving Account

§ Term Deposit

§ Foreign Currency Account

§ Convertible Taka Account

§ Non-Resident Taka Account

3.3 Closing of an account

Theclosing of an account may happen,

q If the customer is desirous to close the account,

q If the MBL finds that the account is inoperative for a long duration.

q If the court of MBL issues garnishee order.

A customer may close his/her account any time by submitting an application to the branch. The customer should be asked to draw the final check for the amount standing to the credit of his/her account less the amount of closing an other incidental charge and surrender the unused check leaves. The account should be debited for the account closing charge etc. and the authorized officer of the bank should destroy unused check. In case of joint account the application for closing the account should be signed by the joint account holder. The fee for closing of an account is TK.25.00 for SB account and TK 50.00 for CD or STD account.

3.4 Cash Section

The cashsection of MBL deals with all types of negotiable instrument, cash and other instruments treated as sensitive section of the bank. It includes the vault that is used as the beyond this time; the excess cash is then transferred to Bangladesh Bank. This section performs the following functions:

Cash packing

After the banking hour cash is packed according to the denomination. Notes are counted and packed in bundles and stamped with initial.

Allocation of currency

Before starting the banking hour all tellers give requisition of money through “Teller cash proof sheet”. The head teller writes the number of the packet denomination wise in “Reserve sheet “at the end of the day; all the notes remained are recorded in the sheet.

Bills and clearing section

Forsafety and security in financial transaction people use financial instruments like DD, PO, and Cheque etc. Commercial Banks duty is to collect these financial instruments on behalf of their customer. This process that the Banks use is known as clearing and collection.

The main function of this section is to collect instruments on behalf of the customers through Bangladesh Bank, clearinghouse, Outward bills for collection (OBC), and inward bills for collection (IBC).

Upon the receipts of the instruments this section examines the following things:

v Whether the paying bank within the Dhaka city

v Whether the paying bank outside the Dhaka city

v Whether the paying bank is its own branch.

Outward bills for collection (OBC)

Collection of bills, which is beyond the clearing range and is collected through OBC mechanism.

Inward bills for collection (IBC)

Collection of bills, which MBL does as an agent is, called collection through IBC mechanism.


According through the 37(2) of Bangladesh Bank Order 1972, which are the member of the clearinghouse, are called as Scheduled Bank. The scheduled banks clear the cheques drawn upon one another through the clearinghouse. This is an arrangement by the central Bank where every day representative of the member banks gather to clear the cheques. Banks for credit of the proceeds to the customers account accept cheques and other similar instruments. The banks receive many such instruments during the from account holders. Many of these instruments are drawn payable at other banks. If they were to be presented at the drawer banks to collect the proceeds it would be necessary to employ many messengers for the purpose. Similarly there would many cheque drawn on this the messengers of other banks would present bank and then at the counter. The whole process of collection and payment would involve considerable labor, delay, risk and expenditure. All the labor, risk, delay and expenditure are substantially reduced by the representative of all the banks meeting at a specified time, for exchanging the instruments and arriving at the net position regarding receipt of payment.

The place where the banks meet and settle their dues is called the Clearinghouse. The Clearinghouse sits for two times a working day. The members submit the climbable cheque in the respective desks of the banks and vice-versa. Consequently the debit and credit entries are given. At the debit summation and the credit summation are calculated. Then the banks clear the balances through the cheque of Bangladesh Bank. The dishonored cheque are sorted and returned with return memo.

Processing for collection

Procedures for outward Bills for collection

3.5 Remittance section

Banks have a wide range network of branches all over the country and offer various kinds of remittance facilities to the public. Telegraphic transfer, mail transfer traveler’s cheque, and drafts and cheque can do remittance. There are two steps of remittance:

è Inland remittance

When one bank sends these T.T, M.T, T.C or cheque to another bank then it will be called inland remittance.

è Foreign remittance

When a bank got this T.T, M.T, T.C and cheque from outside bank, which is not situated in the home country than it, will be called foreign remittance.

è Types of remittance

è Between banks and non banks customer

è Between banks in the same country

è Between banks in the different centers.

è Between banks and central bank in the same country

è Between central bank of different customers.

The main instruments used the MBL for remittances of funds are:

è Payment order (PO)

è Demand Draft (DD)

Payment order (PO)It is process of money transfer from payer to payee within a certain clearing area through banking channel. A person can purchase payment order in different modes such as Pay order by cash, pay order by cheque.

MBL charges different amount of commission on the basis of Payment order amount. The bank charges for pay order are given in the following chart:

Total amount of PO Commission

Up to TK. 10,000.00

TK. 15.00
TK. 10,001.00 – TK .1,00,000.00 TK. 25.00
TK. 1,00,001.00 – TK. 5,00,000.00 TK. 50.00
TK. 5,00,001.00 and above TK. 100.00

Demand draft (DD)

It is an instrument containing an unconditional order of one bank office to pay a certain amount of money to the named person or order the amount therein on demand. DD is very much popular instrument for remitting money from one corner of money to another. Commission for DD is 0.15% of the principal amount.

Difference between Pay Order and Demand Draft

There are some difference between Pay Order and Demand draft, which are:

è In case of demand draft both the payer and payee need to have accounts. But there is no certain rule for pay order.

è PO is used for same clearing area. DD is used for all kinds. DD cannot be done in the same clearing area.

è DD is drawn on a certain bank office. But there is no certain rule for PO.

(BDT in Million)

Foreign Remittance







3.6 Accounts section

This is a very much crucial department for each bank of a commercial bank. Records of all the transactions of every department are kept here as well with other respective branches. Accounting department verifies all financial amounts and contents of transactions. If any discrepancy arises regarding any transaction this department report to the concerned department.

Task of account department:

Account department plays a vital role in commercial banking. In private banking sector accounts department of Mercantile Bank Limited Performs its tasks properly. The activities of account section are as follows.

q Record all transaction in the casebook.

q Record all transaction in the subsidiary and general ledger.

q Prepare daily fund function, weekly position, periodic statement of affairs etc.

q Prepare necessary statement for reporting purpose.

q Pay all expenditure on behalf of the bank.

q Make salary statement and pay salary.

q Branch to branch fund remittance and support for accounting treatment.

q Budgeting for branch.

Make charges for different types of duties.

3.7 Advances:

The Bank has formulated its policy to give priority to small and medium business while financing large-scale enterprises through consortium of Banks. Total loans and advances of the Bank stood at BDT 21,857.05 millions that is respectively high compare to other years. Major sectors in which the Bank extended credit included trade and commerce, garments industry, large and medium-scale industries and construction.

Advances 2005 2004 2003 2002
21,857.05 17,669.29 10,775.95 8,896.19

3.8 Syndication and Structured Finance:

The Bank sanctioned BDT 2,962.60 million as funded and non-funded facilities in Syndication and Structured Finance. The Bank worked as lead arranger in syndication financing as well as the participating financial institution. The project in which the Bank participated in Syndication and Structured Finance included: Grameen Phone Bangladesh Ltd, TM International Ltd, Pacific Bangladesh Telecom Ltd, Nasir Glass Industries Ltd, United Sugar Mills Ltd, PHP Float Glass Industries Ltd, Karim Spinning Mills Ltd, BRAC, Rural Power Company Ltd, and KYCR Coil Industries Ltd.

3.9 Foreign Exchange Business:

From the very beginning a Commercial Bank like MBL is involved in financing foreign trade apart from financing internal credit requirements in the economy. This involves handling of import business through opening letter of Credit and handling of export business. As banking has become very keenly competitive, banks find it convenient to involve in foreign exchange business as lucrative sources of earning income and profit. Apart from financing foreign trade, commercial bank also provide guarantees of various type to their clients. While this enables the bank to earn commission, which is becoming gradually major source of earning of commercial bank


Credit Card more often called plastic money has transformed the banking system. Credit facilities and related transactions by way of a machine readable plastic card have provided enormous flexibility as well as accessibility to modern business operation at home and abroad. The Premier Bank Lid has pioneered in the development of credit card in the country. We have shining memories of unique performance back in 2003 when the Bank acquired first ever reputation to issue VISA credit card in the country. MBL’s credit card operations have been streamlined by faster and simpler working method as ATM of its own.

3.10 Import business:

Items of import financed by the Bank included capital machinery, CR coil, electronic equipment’s, rice, wheat, seed, CDSO, palmolein, cement clinker, dyes, chemicals, raw cotton, garments accessories etc. The Bank has established letter of credit amounting of Tk.33,271.90 million against 14,852 LC, which is higher than last year.

Particulars 2005 2004 2003 2002
Amount 33,271.90 28325.20 20380.80 15112.50
No. of Letter of Credit 14852 13285 10986 10,076

3.11 Export Business:

The Bank has made significant contribution to readymade Garment sector which was 74.15% of total exports of the country in 2004-2005. Apart from the readymade garments MBL also handle the other export items like; jute goods, leather, plastic scrap, etc. year to year the trend of export businesses are growing, like;

export 2005 2004 2003 2002
24108.57 17411.00 15250.60 11377.30

3.12 Interest income:

Interest income that’s generated from the Loans and Advances, Deposits with other Banks, interest on treasury Bills and other interest income. These incomes also change over the year


Components 2005 2004 2003 2002
% % % %
Interest on loans and advances 84.53 82.79 76.85 79.50
Interest on treasury Bills 6.97 8.65 8.85 4.36
Interest on deposits with banks 3.88 7.65 14.21 15.93
Interest on treasury and T&T Bond 2.17 0.82
Interest on treasury line 2.04 0.00
Other interest Income 0.41 0.09 0.09 0.21