bank’s profitability and managerial expenses
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1.1 The origin of the report:This term paper is prepared for Quazi Sagota Samina, Senior Lecturer, Department of Business
Administration of East West University. This term paper is prepared as a partial requirement of
FIN-380 (Management of Commercial Banks) course for the semester of spring 2012.
1.2. Objective of the study
Here we have only looked at the Banks profitability and managerial expenses. So the
specific objectives are-
To give detailed information about some particular Banks.
Banks profitability and managerial expenses.
To focus on the major financial items and their impacts on the organization.
To know briefly about their rules and regulation. And
Their performance in our country.
1.3. Scope of the study
As we are focusing on four particular giant Banking institutions in our country i.e. Exim Bank,
EBL, FSIB, and IBBL, the scope of the study is huge. Among these giants few are focusing on
the transparent operation, so that they let the general people to know about them from a very
close point of view. Here we discuss about the basic idea of these banks along with that we will
discuss about the performance of these four giant Banking Institutions and then we will analyze
few item as well as about some extra-ordinary features of these four giants.
1.4. Methodology
The report is based on information collected from secondary source of data, by using web sites
and annual report of these four giants published. Along with that we consulted with our Hon
able course instructor. The data collected from the some other sources too. These ares-
Dhaka Stock Exchange library.
Financial Journals.
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Annual Report-
Exim Banks 2005-2010
EBLs 2005-2010
FSIBs 2005-2010
IBBLs 2005-2010
1.5. Limitations of the study
The major limitations encountered are:
Lack of experience has acted as constraints in the way of meticulous exploration on
the topic.
Time wasnt enough to complete such a complicated topic.
Relevant papers and documents were not available sufficiently. In many cases up to
date information is not available.
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EXIM Bank LimitedThis Bank starts functioning from 3rd August, 1999 with its name as Bengal Export
Import Bank Limited. On 16th November 1999, it was renamed as Export Import Bank of
Bangladesh Limited with Mr. Alamgir Kabir as the Founder Advisor and Mr. Mohammad
Lakiotullah as the Founder Managing Director respectively. Under the leadership of Mr.
Lakiotullah, the Bank has migrated all of its conventional banking operation into Shariah Based
Islami Banking in the year July 2004. In the year 2006, Mr. Kazi Masihur Rahman became the
Managing Director of the bank when Mr. Lakiotullah left the bank after completion of his
successful 7 years as MD. Mr. Kazi served in the bank for next five years. Under his leadership,
the bank has been placed on a state of the art centralized IT platform with two modern data
centers where world renowned core banking software TEMENOS T24 is running along with
some alternate delivery channels like ATMs and SMS banking. In 25th August, 2011, Mr. Md.
Fariduddin Ahmed has joined in the bank as Managing Director.
OUR VISION
The gist of our vision is Together Towards Tomorrow. Export Import Bank of Bangladesh
Limited believes in togetherness with its customers, in its march on the road to growth and
progress with services. To achieve the desired goal, there will be pursuit of excellence at all
stages with a climate of continuous improvement, because, in EXIM Bank, we believe, the line
of excellence is never ending. Its personalized quality services to the customers with the trends
of constant improvement will be cornerstone to achieve our operational success.
OUR MISSION
To be the most caring and customer friendly and customer oriented bank.
To create a technology based most efficient banking environment for its customers.
To ensure sustainable growth and establish full value to the honorable stakeholders and
To ensure ethics and transparency at all levels.
Finally, above all, to add effective contribution to the national economy.
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FIVE YEARS AT A GLANCE
(BDT in millions)
Sl. Particulars 2005 2006 2007 2008 2009
01. Authorized Capital 100.00 350.00 350.00 350.00 1000.00
02. Paid-up Capital 87.90 171.38 214.22 267.78 337.40
03. Reserve Fund 57.00 81.09 113.46 153.26 209.30
04. Deposits 2831.90 3503.20 4154.66 5758.70 7383.55
05. Investment (General) 2604.63 3264.13 4019.52 5363.77 6860.99
06. Investment ( Shares on Bonds) 163.30 223.33 245.77 289.40 216.94
07. Foreign Exchange Business 7294.00 9617.51 11790.01 15643.46 16260.46
a) Import Business 4143.20 4959.67 6139.94 7854.05 8391.15
b) Export Business 3128.50 4623.46 5579.04 7646.56 7624.08
c) Remittance 22.30 34.38 71.03 142.85 245.23
08. Operating Profit 117.58 137.87 190.82 251.84 318.18
09. Investment as a % of total Deposit 91.97% 93.18% 96.75% 93.14% 92.92%
10. No. of Foreign Correspondent 222 246 246 278 333
11. Number of Employees 934 1020 1104 1312 1440
12. Number of Branches 28 30 35 42 52
13. Return on Assets before tax 3.49% 3.94% 4.39% 4.45% 4.14%
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Eastern Bank LimitedEBL knows its target customers and as such offers new products and services to cater to
their contemporary taste and need. In the past couple of years the Bank came up with several
exciting products and service propositions: Some of them are a first of its kind in Bangladesh.
Priority Banking, Travel related products, life insurance covered DPS, Platinum Credit Card,
SME Debit Card to name a few. EBL is one of the first banks in Bangladesh to launch Mobile-
based remittance service marking a new era of banking services among the unbanked population
of the country. In EBL's journey to excellence, a great achievement has been added. Centralized
Trade Services of EBL have achieved Quality Management Systems Certificate as per ISO
9001:2008 standard awarded by Bureau VERITAS Certification under accreditation from the
UK Accreditation Services (UKAS). Later, the whole centralized (Corporate, Consumer, SME
and Treasury) operations of the bank have achieved Quality Management Systems Certificate as
per ISO 9001:2008 standard. EBL is the first Bangladeshi Bank to achieve the recognitions for
Its commitment to quality delivery.
MISSION We will deliver service excellence to all our customers, both internal and external.
We will ensure to maximize shareholders' value.
We will constantly challenge our systems, procedures and training to maintain a cohesive
and professional team in order to achieve service excellence.
We will create an enabling environment and embrace a team based culture where people
will excel.
VISION
To become the most valuable brand in the financial services in Bangladesh
creating long-lasting value for our stakeholders and above all for the community
we operate in by transforming the way we do business and by delivering
sustainable growth.
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GROUP CORPORATE STRUCTURE OF EBL
COMPANY MILESTONES
DATE Milestones
8 August 1992 Date of incorporation.
16 August 1992 Date of commencement of banking operations.
20 March 1993 Listed with Dhaka Stock Exchange Ltd.
12 November 1998 First dividend declared for income
17 July 2003 First online banking operations across all the branches.
19 May 2004 Commencement of operation of Offshore Banking Unit, Bangladesh.
11 September 2004 Listed with Chittagong Stock Exchange Ltd.
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FIVE YEARS AT A GLANCE OF EBL
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ACHIEVEMENTS OF EBL
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First Security Islamic Bank Limited
OUR VISION
To be the unique modern Islami Bank in Bangladesh and to make significant contribution to the
national economy and enhance customers trust and wealth, quality investment, employees
value and rapid growth in shareholders equity.
OUR MISSION
To be the most caring and customer friendly and service oriented bank.
To create a technology based most efficient banking environment for its customers. To ensure ethics and transparency in all levels.
To ensure sustainable growth and establish full value of the honorable shareholders and
Above all, to add effective contribution to the national economy.
OUR STRATEGIES
To strive our customers best satisfaction & win their confidence.
To manage & operate the bank in the most effective manner.
To identify customers needs & monitor their perception towards meeting those
requirements.
To review & updated policies, procedures & practices to enhance the ability to extend
better customer services.
To train & develop all employees & provide them adequate resources so that the
customers needs reasonably addressed.
To promote organizational efficiency by communicating company plans policies &
procedures openly to the employees in a timely fashion.
To ensure a congenial working environment.
To diversify portfolio in both retail & wholesale markets.
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CSR PROGRAMME OF THE FSIB LIMITED
FSIBL donated Tk 50, 00,000/- for Liberation War Museum
FSIBL donated Tk 30, 00,000/- to Prime Ministers Relief & Welfare Fund
Assistance for family members of the martyred Army Officers killed in BDR carnage
Assistance for Cyclone Aila Victim
To mitigate the sufferings of Aila victims, First Security Islami Bank Limited has donated Tk
10,00,000/- only to Prime Ministers Relief Fund. Mr. AAM Zakaria, Managing Director, First
Security Islami Bank Limited handed over a cheque amounting tk 10,00,000/- to Prime Minister
Sheikh Hasina.
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FINANCIAL PERFORMANCE OF FSIB BANK IN YEAR 2006-2007
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IBBL at a GlanceIslami Bank Bangladesh Limited is a Joint Venture Public Limited Company engaged in
commercial banking business based on Islamic Shari'ah with 58.03% foreign shareholding
having largest branch network (236 Branches & 30 SME/Krishi Branches i.e. total 266
Branches) among the private sector Banks in Bangladesh. It was established on the 13th March
1983 as the first Islamic Bank in the South East Asia. Islami Bank Bangladesh Limited is a Joint
Venture Public Limited Company engaged in commercial banking business based on Islamic
Shari'ah with 57.36% foreign shareholding having largest branch network (196 branches & 10
SME Service Centres) among the private sector Banks in Bangladesh. It was established on the
13 March 1983 as first Islamic Bank in the South East Asia. It is listed with Dhaka StockExchange Ltd. and Chittagong Stock Exchange Ltd. Authorized Capital of the Bank is Tk.10,000
million and Paid-up Capital is Tk.4,752 million having 33,686 shareholders.
MISSION
To establish Islamic Banking through the introduction of a welfare oriented banking system and
also ensure equity and justice in the field of all economic activities, achieve balanced growth and
equitable development in through diversified investment operations particularly in the prioritysectors and less developed areas of the country. To encourage socio-economic upliftment and
financial services to the loss-income community particularly in the rural areas.
VISION
Our vision is to always strive to achieve superior financial performance, be considered a leading
Islamic Bank by reputation and performance.
Our goal is to establish and maintain the modern banking techniques, to ensure soundness
and development of the financial system based on Islamic principles and to become the
strong and efficient organization with highly motivated professional, working for the benefit
of people, based upon accountability, transparency and integrity in order to ensure stability of
financial systems.
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CORE VALUES
Trust in Almighty Allah
Strict observance of Islamic Shariah
Highest standard of Honesty, Integrity & Morale
Welfare Banking
Equity and Justice
Personalized Service
Adoption of Changed Technology
Proper Delegation, Transparency & Accountability.
MILESTONES OF THE IBBL
Date Milestones
13 March, 1983 Establishment of the Bank.
30 March, 1983 Opening of their First Branch.
12 August, 1983 Formal Opening of their company.
1985 Went for the IPO.
1985 Listed in the Dhaka Stock Exchange.
1996 Listed in the Chittagong Stock Exchange.
1996 Issuance of 1st
Right Share.
2000 Issuance of 2nd Right Share.
2003 Issuance of 3rd
Right Share.
26 November, 1991 Issuance of 4th Right Share.
12 June, 1997 Opening of their 50th
Branch.
29 December, 2004 Opening of their 150th Branch.
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FIVE YEARS AT A GLANCE
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FIRST SECURITY ISLAMI BANK LIMITED
INFORMATIONS
PERCENTAGE CHANGE IN INFORMATION
Year Net Income
After Tax
Total Asset
Total
Operating
Expense
Salary And
Allowances
Managing
Director
Salary
2005 (157020387) 18408060625 188525911 103350430 4838000
2006 (117224177) 20448667971 219330994 114460635 5440000
2007 30630728 26941780871 286000759 142977355 6880000
2008 104282064 31239393418 383179206 186903693 8310000
2009 326837749 47978552952 576795959 254153482 10027500
2010 548600731 63619797799 881607207 418301777 9916130
Year ROA
% Change
Over The
Year
Salary
expense as
a % of
Operating
Expense
% Change
of Salary
Expense
Over The
Year
MDs
Salary as
a % of
Operating
Expense
% Change
of MDs
Salary
Expense
Over The
Year
2005 0.008530 - 54.82% - 2.57% -
2006 0.00573 48.87 52.19% (5.04%) 2.48% (3.63%)
2007 0.001137 603.96 49.99% (4.40%) 2.41% (2.90%)
2008 0.00338 66.36 48.78% (2.48%) 2.17% (11.06%)
2009 0.006812 50.38 44.06% (10.71%) 1.74% (24.71%)
2010 0.008623 21 47.45% 7.14% 1.12% (55.36%)
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EASTERN BANK LIMITED
INFORMATIONS
PERCENTAGE CHANGE IN INFORMATION
Year ROA
% Change
Over The
Year
Salary
expense as
a % of
Operating
Expense
% Change
of Salary
Expense
Over The
Year
MDs
Salary as
a % of
Operating
Expense
% Change
of MDs
Salary
Expense
Over The
Year
2005 0.019945 - 41.04% - 1.74% -
2006 0.014267 39.80 44.26% 7.28% 1.50% (16%)
2007 0.010425 36.85 43.25% (2.34%) 1.10% (36.36%)
2008 0.014611 28.65 45.51% 4.97% .75% (46.67%)
2009 0.020818 29.82 52.76% 13.74% .64% (17.19%)
2010 0.030479 31.70 55.07% 4.19% .60% (6.67%)
Year Net Income
After Tax
Total Asset
Total
Operating
Expense
Salary And
Allowances
Managing
Director
Salary
2005 546496236 27399954469 535794923 219876465 9304224
2006 513197846 35970642294 753174899 333362759 11275944
2007 419142202 40203682476 951622488 411556905 10481265
2008 797774068 54598268072 1318463870 600073608 9940258
2009 1454541675 69870738519 1649402237 870246424 10574284
2010 2514201697 82488576181 2109399625 1161751421 12615162
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EXIM BANK LIMITED
INFORMATIONS
PERCENTAGE CHANGE IN INFORMATION
Year Net Income
After Tax
Total Asset
Total
Operating
Expense
Salary And
Allowances
Managing
Director
Salary
2005 555335174 33716699328 435806139 231722416 3150000
2006 650292342 41793540962 635283277 330992966 3919032
2007 820698355 52804042985 838293388 442004999 4221052
2008 1096627046 68446464000 1030942700 544058922 5329800
2009 1682990615 86203931939 1273070086 648943840 7569300
2010 3458015132 113047466849 1841506068 1014492899 9885700
Year ROA
% Change
Over The
Year
Salary
expense as
a % of
Operating
Expense
% Change
of Salary
Expense
Over The
Year
MDs
Salary as
a % of
Operating
Expense
% Change
of MDs
Salary
Expense
Over The
Year
2005 0.016471 - 53.17% - .72% -
2006 0.015560 5.85 52.10% (2.05%) .62% (16.13%)
2007 0.015542 12 52.73% 1.19% .50% (24%)
2008 0.016022 3.00 52.77% .08% .52% 3.85%
2009 0.019423 17.51 50.97% (3.53%) .59% 11.86%
2010 0.030590 36.51 55.09% 7.48% .54% (9.26%)
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ISLAMI BANK LIMITED
INFORMATIONS
PERCENTAGE CHANGE IN INFORMATION
Year ROA % Change
Over The
Year
Salary
expense as
a % of
Operating
Expense
% Change
of Salary
Expense
Over The
Year
MDs
Salary as
a % of
Operating
Expense
% Change
ofMDs
Salary
Expense
Over The
Year
2005 0.09162 - 63.73% - .36% -
2006 0.00932 833.05 68.36% 6.77% .30% (20%)
2007 0.00746 24.93 65.07% (5.06%) .27% (11.11%)
2008 0.01159 35.63 68.87% 5.52% .21% (28.57%)
2009 0.01223 5.23 69.27% .58% .18% (16.67%)
2010 0.01350 9.41 70.40% 1.61% .16% (12.5%)
Year Net Income
After Tax
Total Asset
Total
Operating
Expense
Salary And
Allowances
Managing
Director
Salary
2005 1125821683 12288034822 1833192601 1168135352 6576314
2006 1400591591 150252820801 2703669981 1848280506 8109777
2007 1427362414 191362349717 3126575311 2034596246 8372181
2008 2674796768 230879135344 4115805498 2834358181 8669347
2009 3403551874 278302839706 4545974409 3149068585 8028938
2010 4463471909 330586118276 6087318956 4285461029 9648845
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Correlations
1.000 -.430 -.419 -.369
. .470 .483 .541
5 5 5 5
-.430 1.000 .996** .866
.470 . .000 .058
5 5 5 5
-.419 .996** 1.000 .829
.483 .000 . .082
5 5 5 5
-.369 .866 .829 1.000
.541 .058 .082 .
5 5 5 5
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Return on asset(ROA)
Total operating expense
Salary and allow nce
Managing directors sa lary
Return on
asset(ROA)
Total
operating
expense
Salary and
allow nce
Managing
directors
salary
Correlation is s ignifica nt at the 0.01 level (2-tailed).**.
FIRST SECURITY ISLAMI BANK LIMITED
Correlations
INTERPRETATION:
Correlation Between ROA & Total Operating Expense:Correlation between ROA and total operating expense is -.430. So it is weak negatively
correlated. It means if ROA increase the total operating expense will be decreased. And if ROA
decreases the total operating expense will increase.
Correlation Between ROA & Salary and allowance:
Correlation between ROA and & Salary and allowance is -.419.So it is weak negatively
correlated. It means if ROA increase Salary and allowance will be decreased. And if ROA
decreases Salary and allowance will increased.
Correlation Between ROA & Managing Director Salary:
Correlation between ROA and & Managing Director Salary is -.369.So it is weak negatively
correlated. It means if ROA increase Managing Director Salary will be decreased. And if ROA
decreases Managing Director Salary will increase.
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Correlations
1.000 -.714 -.654 .192
. .176 .231 .757
5 5 5 5
-.714 1.000 .995** .524
.176 . .000 .365
5 5 5 5
-.654 .995** 1.000 .585
.231 .000 . .300
5 5 5 5
.192 .524 .585 1.000
.757 .365 .300 .
5 5 5 5
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Return on asset(ROA)
Total operating expense
Salary and allow nce
Managing directors salary
Return on
asset(ROA)
Total
operating
expense
Salary and
allow nce
Managing
directors
salary
Correlation is significant at the 0.01 level (2-tailed).**.
EASTERN BANK LIMITED
CORRELATIONS
INTERPRETATION:
Correlation Between ROA & Total Operating Expense:
Correlation between ROA and total operating expense is -.714. So it is strong negatively
correlated. It means if ROA increase the total operating expense will be decreased. And if ROA
decreases the total operating expense will increase.
Correlation Between ROA & Salary and allowance:
Correlation between ROA and & Salary and allowance is -.654.So it is strong negatively
correlated. It means if ROA increase Salary and allowance will be decreased. And if ROA
decreases Salary and allowance will increase.
Correlation Between ROA & Managing Director Salary:
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Correlations
1.000 .900* .908* .897*
. .037 .033 .039
5 5 5 5
.900* 1.000 .998** .984**
.037 . .000 .002
5 5 5 5
.908* .998** 1.000 .974**
.033 .000 . .005
5 5 5 5
.897* .984** .974** 1.000
.039 .002 .005 .
5 5 5 5
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Return on asset(ROA)
Total operating expense
Salary and allow nce
Managing directors salary
Return on
asset(ROA)
Total
operating
expense
Salary and
allow nce
Managing
directors
salary
Correlation is significant at the 0.05 level (2-tailed).*.
Correlation is s ignificant at the 0.01 level (2-tailed).**.
Correlation between ROA and & Managing Director Salary is .192.So it is weak positively
correlated. It means if ROA increase Managing Director Salary will be increased . And if ROA
increases Managing Director Salary will increase.
EXIM BANK LIMITED
CORRELATIONS
INTERPRETATION:
Correlation Between ROA & Total Operating Expense:
Correlation between ROA and & Total Operating Expense is .900.So it is strong positively
correlated. It means if ROA increase Total Operating Expense will be increased. And if ROA
decreases Total Operating Expense will decrease.
Correlation Between ROA & Salary and allowance:
Correlation between ROA and & Salary and allowance is .908.So it is strong positively
correlated. It means if ROA increase Salary and allowance will be increased. And if ROA
decreases Salary and allowance will decrease.
Correlation Between ROA & Managing Director Salary:
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Correlations
1.000 -.610 -.578 -.391
. .274 .308 .515
5 5 5 5
-.610 1.000 .999** .788
.274 . .000 .114
5 5 5 5
-.578 .999** 1.000 .784
.308 .000 . .117
5 5 5 5
-.391 .788 .784 1.000
.515 .114 .117 .
5 5 5 5
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Return on asset(ROA)
Total operating expense
Salary and allow nce
Managing directors salary
Return on
asset(ROA)
Total
operating
expense
Salary and
allow nce
Managing
directors
salary
Correlation is s ignificant at the 0.01 level (2-tailed).**.
Correlation between ROA and & Managing Director Salary is .897.So it is strong positively
correlated. It means if ROA increase Managing Director Salary will be increased. And if ROA
decreases Managing Director Salary will decrease.
ISLAMI BANK LIMITED
CORRELATIONS
INTERPRETATION:
Correlation Between ROA & Total Operating Expense:
Correlation between ROA and total operating expense is -.610. So it is strong negatively
correlated. It means if ROA increase the total operating expense will be decreased. And if ROA
decreases the total operating expense will increase.
Correlation Between ROA & Salary and allowance:
Correlation between ROA and & Salary and allowance is -.578.So it is strong negatively
correlated. It means if ROA increase Salary and allowance will be decreased. And if ROA
decreases Salary and allowance will increase.
Correlation Between ROA & Managing Director Salary:
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Correlation between ROA and & Managing Director Salary is -.391.So it is weak negatively
correlated. It means if ROA increase Managing Director Salary will be decreased. And if ROA
decreases Managing Director Salary will increase.
CONCLUSIONBanking system plays a very important role in the economic life of the nation. The health of the
economy is closely related to the soundness of its banking system. In a developing country like
Bangladesh the banking system as a whole play a vital role in the progress of economic
development. A bank as a matter of fact is just like a heart in the economic structure and the
Capital provided by it is like blood in it. As long as blood is in circulation the organs will remain
sound and healthy. If the blood is not supplied to any organ then that part would become useless.
So if the finance is not provided to agriculture sector or industrial sector, it will be destroyed.
Loan facility provided by banks works as an incentive to the producer to increase the production.
Banking is now an essential part of our economic system. Modern trade and commerce would
almost be impossible without the availability of suitable banking services. First of all, banking
promotes savings. All manner of people, from the ordinary laborers and workers to the rich land
owners and businessmen, can keep their money safely in banks and saving centers. Secondly,
banking promotes investments. Banks easily invest the money they get in industry, agriculture
and trade. They either invest it directly or advance loans to other investors. Thirdly, it is most
through banks that foreign trade is carried on. Whether we export or import, it is through banks
that money is transferred from one country to another. For example, bills of exchange and letters
of credit are the regular ways banks use to transfer money. A number of recent studies, however,
indicate that the banking sector plays a more important role than it was believed earlier (World
Bank, 1996; Almeyda).So far we have discussed about 4 commercial bank of our country. They
are EXIM bank, First Security Islamic Bank, Eastern Bank Ltd and Islamic Bank Bangladesh
Ltd. We have discussed about the correlation of different variables and some financial
interpretation about these banks. In a developing country like Bangladesh the banking system as
a whole play a vital role in the progress of economic development. In this paper we have tried to
analyze the development and growth of Selected Private Commercial Banks of Bangladesh. It is
observed that all the selected private commercial banks are able to achieve a stable growth of
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branches, employees, deposits, loans and advances, net income, earnings per share during the
period of 2005-2010.
Referenceswww.Islamic bank-bd.com
Bangladesh Bank Publications
Annual Report of NCC Bank Ltd. 2008
www.bangladesh-bank.com
www.google.com
www.seribd.com
www.roc.gov.bd
Newspaper: Financial Express
Annual Report of Eastern Bank Ltd. 2006
Annual Report of Eastern Bank Ltd. 2007
Annual Report of Eastern Bank Ltd. 2008
Annual Report of Eastern Bank Ltd. 2009
Annual Report of Eastern Bank Ltd. 2010
Annual Report of Islamic Bank Ltd. 2006Annual Report of Islamic Bank Ltd. 2007
Annual Report of Islamic Bank Ltd. 2008
Annual Report of Islamic Bank Ltd. 2009
Annual Report of Islamic Bank Ltd. 2010
Annual Report of First Security Islamic Bank Ltd. 2006
Annual Report of First Security Islamic Bank Ltd. 2007
Annual Report of First Security Islamic Bank Ltd. 2008
Annual Report of First Security Islamic Bank Ltd. 2009
Annual Report of First Security Islamic Bank Ltd. 2010
Annual Report of EXIM Bank Ltd. 2006
Annual Report of EXIM Bank Ltd. 2007
Annual Report of EXIM Bank Ltd. 2008
Annual Report of EXIM Bank Ltd. 2009
Annual Report of EXIM Bank Ltd. 2010
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8/2/2019 Banks profitability and managerial expenses
26/26
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