Hr Practices in Nestle Bangladesh Ltd.

Chapter 01 Introduction [pic] 1. 1. Introduction As a mandatory requirement of the Bachelor in Business Administration (BBA) program under School of Business at North SouthUniversity, this report entitled – “How SouthEast Bank gets Sustainable competitive advantage through successful disbursement procedure of credit. ” – is a connived depiction of the two month long internship program at the Network Services Center in Hong Kong and Shanghai Banking Corporation Ltd. under the faculty-supervision of Mr.

Junaid Khan, Business Faculty, North South University and organizational supervision of Mr. Md. Minhazur Rahman, Assistant Vice President, Credit Division. This internship program gives me the opportunity to come into close contact with the credit division employees of SEBL and how the organization implements all the processes. As credit division is the heart of any bank so I have got the precedence to prepare my report on this division. To make my report informative and effective I was trying to select a topic through which I can represent overall picture of the credit division.

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However, my work experience and learning from this place will help a lot to prepare the report successfully. On the other hand, in today’s global business getting competitive advantage is not easy if they do not follow certain principles or rules or take new strategies. 1. 2. Objectives of the Report a. Broad Area: • To know about all general facts of SEBL as it is one of the largest privately managed banking organizations for our country. • To get close and gather knowledge about history of SEBL and its operation. And also get appropriate information about its mission, vision and objectives. To identify the underlying functions of SEBL’s different departments. b. Specific Area: • To understand the overall performance of SEBL and its application. • Closely observe the credit division of the bank and find out the competitive factors. • Find out the potentiality and competitive advantage of SEBL with in the competitive market 1. 3. Significance of the Study As evident from the financial statements for the last 10 years, SEBL has been growing rapidly as one of the leaders of the new generation banks in the private sector in term of business and profitability.

Undoubtedly, the importance of any financial institution in our society is enormous. I believe that this survey or research on the bank will play a vital role for the employers, employees, management practitioners, other stakeholders and the society at large. For this reason, I chose this topic for my research purpose. 1. 4. Methodology The study will be investigative in nature and is oriented to find out the insights of the study objectives. Both the primary as well as the secondary form of information is used to prepare the report.

The details of these sources are painted below – Data: a. Primary Sources: All official data’s of SEBL and also the major discussion with AVP of Credit Division and the Executives of Credit division b. Secondary Sources: SEBL’s annual report, market research report, newspaper articles, website information, other external information and documents collected during internship period. Data collection methods/instruments: a. For primary sources: Interview: Appointment will be fixed with respective department heads and interview to be conducted for research purpose. b.

For secondary sources: SEBLs’s annual report, SEBL’s other research report, online web pages. 1. 5. Limitations of the Study During the preparation of my report I may encounter with several problems which may be termed as limitations of the study. These are: • Many procedural matters are directly conducted only by the top management level, which always giving me some sort of restrictions, because I am not able to reach all the needed information which might be required for my study. So as per SEBL’s obedience, as an intern I am unable to obtain essential experiences of different departments. One of the main barriers in writing this report would be the confidentiality of data. Taking some relevant papers and documents are strictly prohibited though I saw and read them all; I was told strictly not to disclose that in my internship report. And for this reason, some parts of the report might not be so in depth what it should be. • Lack of a sound research background or prior experience. • According to my opinion, the major limitation of the study right now is the limited time which is an important issue in report writing.

An internship period of three-months is not adequate enough to acquire all essential knowledge, necessary information, make questionnaire, do survey, complete the whole analysis, write the whole report and submission. It would be really tough to cope up with the time constraints. Chapter 02 Organization Part 2. 1. About SEBL 2. 1. 1 Historical Background of Southeast Bank Limited: The importance of financial intermediaries in the development of the overall economy of a country cannot be described in short.

From the inception of civilization the banking sector dominated economic development of a country by mobilizing the savings from general people and channeling thse savings for investment and thus economic development and growth. The importance of commercial banks after the liberation war to develop a better economy was badly needed and it is still needed now a days and will be required in future. From time to time Government of Bangladesh permitted the private sector to play important role in the commercial banking arena of the country.

As a part of this permission process Southeast Bank Limited (SEBL) started its active role in the development of the country’s economic sector from the bank’s very inception. To fulfill the demand as well as to improve the commercial banking service in our country, SEBL started its’ journey as a second generation bank established in 1995 with a dream and vision to become pioneer banking institution of the country and contribute significantly to the growth of the national economy. On March 12, 1995 it incorporated as a public limited company and the bank received its license from Bangladesh on March 23, 1995.

In its arduous journey since, SEBL has succeeded in realizing its dream. Today it is one of the leading banks in the private sector with 1,231 staff of whom 105 were executives, 975 were officers and 151 were staff as on December 31, 2008. SEBL has been successful in positioning itself as progressive and dynamic financial institution in the country. SEBL is now widely acclaimed by the business community, from small entrepreneur to big merchant conglomerates, including top rated corporate and foreign investors for modern and nnovative ideas and financial solution. Thus within these short time it has been able to create a unique image for itself and earned significant solution in the banking sector of the country as a bank with a difference. 2. 1. 2 Brief Profile of SEBL: Southeast Bank Limited is a scheduled commercial bank in the private sector established under the ambit of Bank Company Act, 1991 and incorporated as a Public Limited Company under Companies Act, 1994 on March 12, 1995. The Bank started commercial banking operations on May 25, 1995.

During this short span of time the Bank has succeeded in positioning itself as a progressive and dynamic financial institution in the country. The bank has been widely acclaimed by the business community, from small entrepreneurs to large traders and industrial conglomerates, including the top-rated corporate borrowers, for its forward – looking business outlook and innovative financial solutions. Thus within this very short period of time it has been able to create an image and earn significant reputation in the country’s banking sector as a Bank with Vision. Presently, it has 46 branches.

Southeast Bank Limited has been licensed by the Government of Bangladesh as a Scheduled commercial bank in the private sector in pursuance of the policy of liberalization of banking and financial services and facilities in Bangladesh. In view of the above, the Bank, within a period of 14 years of its operation, achieved remarkable success fully meeting capital adequacy requirement of Bangladesh Bank. As evident from the financial statements for the last 10 years, it has been growing rapidly as one of the leaders of the new generation banks in the private sector in term of business and profitability . 1. 3 Corporate Mission and Vision of Southeast Bank Limited Mission • High quality financial services with the help of latest technology. • Fast and accurate customer service. • Balanced growth strategy. • High standard business ethics. • Steady return on shareholder’s equity. ++ • Innovative banking at a competitive price. • Deep commitment to the society and the growth of national economy. • Attract and retain quality human resource. Vision To stand out as a pioneer banking institution in Bangladesh and contribute significantly to the national economy. Commitment to Clients

SEBL is a customer focused modern banking institution in Bangladesh. We deliver unparalleled financial services to Retail, Small and Medium Scale Enterprises (SMEs), Corporate, Institutional, Governmental and individual clients through branch outlets across the country. Our business initiatives center on the emerging demands of the market. Their commitments to the clients are the following: • Provide service with high degree of professionalism and use of modern technology. • Create long-term relationship based on mutual trust. • Respond to customer needs with speed and accuracy. Share their values and beliefs. • Grow as our customers grow. • Provide products and service at competitive pricing. • Ensure safety and security of customers’ valuables in trust with us 2. 1. 5 Corporate Profile of SEBL: |General Information | |Certificate of Incorporation |March 12, 1995 | |Certificate of Commencement of Business |March 12, 1995 |Bangladesh Bank license |March 23, 1995 | |First Branch opened |May 25, 1995 | |Dividend offered in 2008 |35% | |Number of Branches |46 as on 31/12/2008 | |Number of Employees |1231 as on 31/12/2008 | |Global Correspondents |587 as on 31/12/2008 | |Listing of Shares |DSE & CSE | |Financial Stability (Taka in million) | |Authorised Capital |3,500. 00 | |Paid-up Capital | |2,852. 0 | |Paid-up Capital and Reserve | | | | |in 2008 |7,657. 01 | |Deposit |December 31, 2008 |68,714. 67 | |Loans and advances |December 31, 2008 |60,281. 26 | |Investments |December 31, 2008 |12,299. 61 | |Operating Profit |December 31, 2008 |3,012. 58 | |* Initial public offering of shares of Tk. 150. 0 million was completed in 1999 | |Chairman of the Bank |Serving Period | |Mr. M. A. Kashem |March, 1995 – June, 1998 | |Mr. Ragib Ali |July, 1998 – June, 1999 | |Mr. Yussuf Abdullah Harun |July, 1999- September, 2002 | |Mr. Ragib Ali |September, 2002- August, 2003 | |Mr.

Azimuddin Ahmed |August, 2003 – September, 2004 | |Mr. Alamgir Kabir, FCA |29th September, 2004 till date | |Vice Chairman of the Bank |Serving Period | |Mr. Ragib Ali |March, 1995 to June, 1998 | |Mr. Azim Uddin Ahmed |July, 1998 to June, 1999 | |Mr.

Ragib Ali |July, 1999 to September, 2002 | |Mr. Azimuddin Ahmed |September, 2002 to August, 2003 | |Mr. Ragib Ali |August, 2003 to September, 2004 | |M/S Tilla Ghar Holdings Limited represented by Mr. Abdul Hai |29th September, 2004 till date | |Managing Director of the Bank |Serving Period | |Mr.

Syed Anisul Huq |April 4, 1995 to April 3, 2000 | |Mr. Shah Md. Nurul Alam |July, 1999 to May 11, 2002 | |Syed Abu Naser Bukhtear Ahmed |30th May 2002 to 30th Sep. 2004 | |Mr. M. A. Muhith (M. D. C. C. ) |01st Oct. 2004 to 20th Oct. 2004 | |Mr. Neaz Ahmed |21st October, 2004 to 25th March 2009 | |Mr. M. A. Muhith (M. D. C. C. |28th March, 2009 to 21st June, 2009 | |Mr. Mahbubul Alam |22nd June, 2009 to till date | |Company Secretary |Serving Period | |Mr. A. K. Qureshi |January 18, 1995 to January 17, 2004 | |Mr. Muhammad Shahjahan |January 18, 2004 to till date | 2. 1. 5 Organizational Structure The following hierarchy is the organizational hierarchy of SBL and it depicts the top-bottom relationship: President and Managing Director (MD) | |Deputy Managing Director (DMD) | |Senior Executive Vice President (SEVP) | |Executive Vice President (EVP) | |Senior Vice President (SVP) | |Vice President (VP) | |First Vice President (FVP) | |Senior Assistant Vice President (SAVP) | |Assistant Vice President (AVP) | |Senior Principal Officer (SPO) | |Principal Officer (PO) | |Executive Officer (EO) | |Management Trainee (MT) | |Probationary Officer (PO) | |Senior Officer (SO) | |Officer (O) | |Junior Officer (JO) | |Trainee Junior Officer (TJO) | |Senior Officer (Computer) | |Officer (Computer) | |Junior Officer (Computer) | |Computer-Trainee | |Head Cashier | |Senior Officer (Cash) | |Officer (Cash) | |Junior Officer (Cash) | |Cashier-Trainee | |Messenger | |Bank Guard | 2. 2 Comparative financial position of Southeast Bank Limited Highlights on the overall activities of the Bank on December 2008 SEBL’s yearly performance: Southeast Bank Limited at a Glance | |* (Taka in million) | | | |Particulars | |2008 | |2007 | |2006 | |2005 | |2004 | |2003 | |2002 | |2001 | |2000 | |1999 | | | |Authorised Capital | |3,500. 00 | |3,500. 00 | |3,500. 0 | |2,500. 00 | |2,500. 00 | |2,500. 00 | |2,500. 00 | |500. 00 | |500. 00 | |500. 0 | | | |Paid-up Capital | |2,852. 20 | |2,281. 76 | |2,112. 74 | |1,056. 37 | |880. 31 | |677. 16 | |399. 30 | |363. 0 | |330. 00 | |300. 00 | | | |Reserve Fund | |4,804. 81 | |4,186. 60 | |2,828. 18 | |1,180. 7 | |769. 13 | |622. 99 | |571. 66 | |394. 20 | |235. 28 | |145. 70 | | |Equity Fund (Capital and Reserve) | |7,657. 01 | |6,468. 36 | |4,940. 92 | |2,236. 84 | |1,649. 44 | |1,300. 14 | |970. 96 | |757. 0 | |565. 28 | |445. 70 | | | |Deposit | |68,714. 67 | |55,474. 05 | |46,056. 18 | |38,258. 5 | |27,930. 84 | |20,118. 82 | |16,598. 45 | |12,630. 25 | |10,309. 70 | |7,512. 9 | | | |Advance | |60,281. 26 | |48,164. 60 | |41,147. 28 | |32,551. 09 | |22,001. 70 | |15,548. 11 | |13,027. 13 | |9,178. 3 | |7,061. 87 | |5,051. 88 | | | |Investment | |12,299. 61 | |8,462. 86 | |6,265. 55 | |5,113. 4 | |3190. 15 | |2,581. 61 | |2,282. 08 | |1,727. 44 | |1,369. 92 | |971. 1 | | | |Import Business | |58,019. 77 | |38,470. 34 | |35,125. 12 | |29,079. 30 | |20,229. 62 | |16,270. 80 | |12,817. 01 | |12,187. 7 | |11,239. 14 | |8,228. 50 | | | |Export Business | |42,178. 60 | |28,771. 36 | |25,874. 61 | |13,511. 0 | |6,761. 93 | |3,033. 79 | |2,263. 45 | |2,675. 05 | |1,319. 51 | |704. 7 | | | |Guarantee Business | |15,078. 99 | |9,008. 32 | |8,656. 80 | |7,975. 00 | |4,717. 82 | |3,391. 19 | |2,502. 48 | |1,854. 0 | |1,306. 24 | |907. 18 | | | |Total Income | |10,250. 13 | |8,670. 47 | |6,766. 11 | |4,689. 5 | |3,043. 49 | |2,772. 52 | |1,936. 54 | |1,748. 18 | |1,259. 03 | |862. 6 | | | |Total Expenditure | |7,237. 55 | |5,754. 27 | |4,703. 45 | |3,216. 11 | |2,234. 83 | |2,107. 36 | |1,443. 98 | |1,256. 5 | |921. 70 | |661. 02 | | | |Operating Profit | |3,012. 58 | |2,916. 20 | |2,062. 66 | |1,473. 4 | |808. 66 | |665. 16 | |492. 56 | |492. 13 | |337. 33 | |201. 4 | | | |Net Profit afterTax and Provision | |887. 24 | |1,222. 97 | |909. 88 | |374. 20 | |294. 69 | |256. 06 | |253. 56 | |270. 4 | |172. 84 | |85. 48 | | | |Fixed Assets | |2,685. 56 | |1,708. 11 | |1,300. 9 | |790. 62 | |313. 73 | |288. 02 | |48. 81 | |36. 26 | |71. 13 | |78. 7 | | | |Total Assets | |81,181. 53 | |64,370. 69 | |54,824. 83 | |43,294. 81 | |33,744. 96 | |23,142. 35 | |18,882. 48 | |14,468. 6 | |11,710. 56 | |8,336. 17 | | | | | | | | | |Earning per Share (Taka) | |31. 1 | |53. 60 | |67. 16 | |42. 51 | |43. 52 | |45. 38 | |69. 85 | |82. 04% | |57. 61% | |56. 9% | | | |Dividend Cash (%) | |15%- | |15%- | |20%- | |- | |- | |20% | |20% | |30% | |25% | |15% | | | |Bonus Shares | |20% (5:1) | |25% (4:1) | |8% (12. :1) | |20% (5:1) | |30% (10:3) | |20% (5:1) | |10%(10:1) | |10% (10:1) | |10% (10:1) | |- | | | |Return on Equity (ROE) | |12. 06% | |19. 90% | |19. 62% | |17. 64% | |17. 87% | |19. 9% | |26. 11% | |35. 76% | |30. 58% | |19. 18% | | | |Return on Assets (ROA) | |1. 09% | |1. 0% | |1. 66% | |0. 86% | |1. 00% | |1. 11% | |1. 34% | |1. 87% | |1. 48% | |1. 3% | | | |Non performing Loans as % of Total Loans | |4. 12% | |3. 77% | |3. 97% | |4. 37% | |4. 96% | |2. 9% | |1. 99% | |2. 78% | |2. 95% | |3. 75% | | | |Capital Adequacy Ratio | |11. 12% | |13. 2% | |11. 05% | |6. 90% | |7. 83% | |9. 20% | |8. 23% | |8. 77% | |8. 40% | |9. 2% | | | | | | | | | |Number of Correspondent Banks | |145 | |140 | |138 | |130 | |122 | |80 | |45 | |40 |39 | |34 | | | |Number of Foreign Correspondents | |587 | |598 | |536 | |507 | |463 | |350 | |295 | |280 | |269 | |253 | | | |Number of Shareholders | |12,536 | |9,636 | |8,855 | |5750 | |4704 | |2912 | |1,666 | |1,429 | |1,266 | |1,129 | | | |Number of Employees | |1231 |1116 | |998 | |913 | |835 | |701 | |595 | |575 | |528 | |480 | | | |Number of Branches | |46 | |38 | |31 | |31 | |27 | |23 | |19 | |13 | |12 | |12 | | | 2. 3 Capital Structure Southeast Bank Limited is a highly capitalized Bank. Its Authorized Capital is Tk. 3500 million while its Paid up Capital is Tk. 2852. 19 million as on 30th June, 2008. The total shareholders equity reached Tk. 67243. 77 million as on 30th June, 2008. Capital of SEBL for the year 2001-2008 [pic] Source: Annual Report June, 2008 Fig in million Tk. Year |2001 | |Deposit |14% | |Advance |21% | |Import |78% | |Export |65% | |Bank guarantee |104% | |Net profit |14% | A. Deposit Schemes Bank has the following customer friendly deposit schemes: • Current Deposit Scheme (CD) • Savings Deposit scheme (SB) • Short Term Deposit Scheme (STD) • Pension Savings Scheme (PSS) • Education Savings Scheme (ESS) • Monthly Savings Scheme (MSS) • Double Benefit Deposit Scheme (SBDS) • Fixed Deposits ( 1, 2, 3, 6 & 12 months ) pic] Source: Annual Report June, 2008 Fig in million Tk. |Year |2001 |2002 | |Agricultural Scheme |Loan to primary producers and Loan to agricultural |11. 50% | | |input traders and fertilizer dealers/distributors | | | | | | |Commercial Lending |Jute Trading and Others Commercial Lending |15. 0% | |Working Capital |Jute and Other than Jute |13. 00% | |House Building Loan |Real Estate Developers and Individual/Housing |15. 50% | | |Finance Co. |15. 00% | |Other Loans |SME |16. 50%, 15. 50% | | |Others | | |Small/Cottage Industry |Term Loan |15. 0% | |Finance To NBFIs | |14. 50% | |Large/Medium Scale Industry |Term Loan |13. 25% | |Post Import Finance |LIM/LTR | | |Loan against Export |Jute Goods Exports and Other Exports |7. 00% Fixed | |Consumer Credit Scheme | |16. 00% | |Credit Card | |2. 0% Per Month | | | |(fixed) | Note: 1. The Bank reserves the right to increase or decrease by 1. 50% of the mid rate in each category. 2. Lending Rates against the Fixed Deposit will be fixed at minimum of 3. 00%above the FDR rates, Issued by our Bank and this will not be applicable for others Banks’ FDRs. Loan and Advance of SEBL for the year 2001-2008 [pic] Source: Annual Report June, 2008 Fig in million Tk |Year |2001 |2002 |2003 |2004 |2005 |2006 |2007 | |Foreign Trade Business |14862. 42 |15080. 46 |19304. 5 | | | | | | | | | |26992. 15 |42540. 40 |61000. 73 |67242. 70 | D. Business Guarantee [pic] Source: Annual Report Decemeber, 2008 Fig in million Tk |Year |2002 |2003 |2004 |2005 |2006 |2007 |2008 | |Business |2502. 48 |3391. 19 |4717. 82 |7975. 00 |8656. 80 |9008. 32 |15,078. 99 | |Guarantee | | | | | | | | E. Net Profit [pic]

Source: Annual Report June, 2008 Fig in million Tk |Year |2001 |2002 |2003 |2004 |2005 | |Interest Income |2310. 93 |3568. 20 |5107. 79 |6408. 96 |3458. 49 | Source: Annual Report June, 2008 G. Interest Paid [pic] Source: Annual Report 2008 Fig in million Tk |Year |2004 |2005 |2006 |2007 |2008 | |Interest Paid |22001. 70 |32551. 09 |41147. 28 |48164. 60 |50715. 26 | H. Inflow of foreign Remittance Wages earners’ remittance together with export proceeds exceeded the total import liability of the bank in 2007. Source: Annual Report 2007 Fig in million Tk Year |2004 |2005 |2006 |2007 |2008 | |Inflow of Foreign |654. 24 |1091. 25 |3507. 40 |13479. 83 |11040. 17 | |Remittance | | | | | | I. Investment: The investment portfolio of the Bank during the year 2007 was Tk 8462. 86 million against Tk. 6265. 55 million in the previous year registering a growth of 35. 07% . The portfolio of investment includes Governtment Treasury Bills, Prize Bonds ,Shares of Publicly Listed Companies etc.

The Bank always gives emphasis on investment of funds in higher yield areas simultaneously maintaining Statutory Liquidity Requirements (SLR) as fixed by the Bangladesh Bank. [pic] [pic] 2. 8 International Trade Operations Facilitating International trade through Export and Import financing is one of the key activities of the Bank. During the last five years the foreign trade financing of the Bank has witnessed steady growth . Despite economic slowdown of Bangladesh Economy in 2007 the Bank achieved significant growth in both import and export sector financing. The Bank’s Authorized Dealer Branches are well equipped with highly trained professionals to handle varied needs of import and export based clients. Import & Export Business Growth [pic] 2. 9 Types of Facility provided:

The Bank’s policy is to introduce diversified / new types of products/product derivatives along with usual Banking products. At present the Bank offers the following facilities: 2. 9. 1 Trade Finance: a) Non-funded: L/C, Acceptance, Bank Guarantee etc. b) Funded: LTR / BLC / IBP / FDBP / IDBP / Time Loan etc. 2. Project Finance (Large & Medium Industries / Small Industries including Agro based Industries): a) Non-funded: Acceptance, L/C for the Import of Machinery, Bank Guarantee etc. b) Funded: Term Loan for retirement of documents of imported machinery/ Local machinery / other project fixed cost and Time Loan. 3. Working Capital (For Industrial Finance): a) Non-funded: Revolving L/C for the Import of Raw Materials, Acceptance, Bank Guarantee etc. ) Funded: OD / BLC / Revolving LTR / Time Loan / IBP / IDBP / FDBP / Packing Credit (for export oriented industries) etc. 2,9. 4 Commercial Lending: a) Non-funded: Revolving L/C for the Import of Goods, Acceptance, Bank Guarantee etc. b) Funded: OD/BLC/LTR/Revolving LTR /Time Loan/ IBP/IDBP/FDBP etc. 4. Finance to NBFI: a) Non-funded: Revolving L/C for the Import of equipments for their clients, Bank Guarantee. b)Funded: OD and Term Loan. 5. Special Program: a) Funded: Consumer Credit Scheme, Visa Credit Card, Southeast Bank Education Loan, Personal Loan in the form of Term Loan, Staff Loan, SME (including Non-Funded), EEF etc. 6. Export Oriented Business: ) Non-Funded: Back to Back L/C (Revolving), Acceptance, Bank Guarantee. b) Funded:LTR (Revolving), Packing Credit, FDBP, IDBP etc. c) Products under Islamic Banking System: Our Islamic banking Branches shall meticulously follow the operational modes and methodologies as permissible under Islamic Shariah and as followed by other Islamic Banks. The major lending products of the Bank under Islamic Banking System are as follows: Investment/Deployment of Funds: ? Bai-Al-Murabaha (Deferred Lump Sum/ Installment Sale) ? Bai-Muajjal (Deferred Installment/Lump Sum Sale) ? Al-Ijara (Leasing) ? Al-Musharaka (Joint-Venture Profit- Sharing Al-Mudaraba (Trustee Profit- Sharing) ? Bai-Salam: (Advance Sale And Purchase) ? Hire-Purchase ? Direct Investments ? Post Import Finance ? Purchase and Negotiation of Export Bills ? Inland Bills Purchased ? Murabaha Import Bills ? Bai-Muajjal Import Bills ? Pre Shipment Finance ? Al-Quard- ul- Hasan (Benevolent Loan) Letter of Guarantee ( Al-Kafalah Contract): ? Tender Guarantee ? Performance Guarantee ? Guarantee for Sub-Contracts ? Shipping guarantee ? Advance Payment guarantee ? Guarantee in lieu of Security Deposits ? Guarantee for exemption of Customs Duties ? Others Letter of Credit (L/C) / Al-Wakalah, Al-Musharakah, Al-Murabahah: ? Al-Wakalah (Ancillary Service) Al-Musharakah (Joint Venture Profit Sharing) ? Al-Murabahah (Profit Sharing and Loss Bearing) SME Credit: In order to encourage the small and medium entrepreneurs the Bank provides credit facilities to the SMEs through its product: “Small & Medium Enterprise Credit Scheme”. The following criteria have to be met by the applicant to qualify for a loan under SME Credit Scheme: • The entrepreneur should be skilled in managing his/ her business and has experience of successfully managing the business for at least 2 (two) years. • The literate entrepreneur will be given preference. • The age of the entrepreneur must be within the range of 20-50. The entrepreneur must be socially acceptable. • A clear succession plan for the entrepreneur must be present. • If the entrepreneur is an individual, he/ she must be a national or permanent resident of Bangladesh. If the entrepreneur is a company/ firm or other business entity, it must be registered in Bangladesh with majority shares owned by Bangladeshi and valid licenses for the business. • The entrepreneur’s principal place of business must be in Bangladesh. • If the entrepreneur is a member of any social organization/association, he/ she should arrange a corporate guarantee of the association/organization through formal regulation (if any). The business must be legally valid, i. e. , have trade license, income tax or VAT registration certificate (wherever applicable). • The business must have a defined market with clear growth potentials. • Proper utilization and timely repayment of previous loan(s) will be considered as proven track record of the applicant for renewal & enhancement of credit facility. 2. 10. Customer Service of SEBL Southeast Bank places paramount importance to the service it provides to the valued customers. For us, banking service for customers is more than day to day transactions. We believe firmly that customer service is about building lasting partnerships with them. Ours is a full-house Bank.

The bank provides full range of banking services to individuals, entrepreneurs, small and medium sized Enterprises and corporate bodies. 2. 11 People and Workplace One of the goals of Southeast Bank is to create an environment where individuality is valued and encouraged among those who work for the Bank. In encouraging individuality, the emphasis continually is to drive the individual’s potentials for the greater good of the bank by building in them a team spirit. Everyone who works for Southeast bank is encouraged to believe that working together as a team multiplies strength of individuals. Skill acquisition and improvement of our staff members are the keys to growth. The bank gives them adequate training to enhance their competence and capability.

Our employees are free to realize their full potential and creativity irrespective of age, gender and religious identity. The bank recruits people to help the Bank meet these objectives. In return, they strive to provide them a work place and environment which is comfortable, encouraging, flexible and rewarding. SEBL believes an appropriate remuneration policy is the key to employee productivity and retention. In 2008, the total employees stood at 1,231. Per branch employee stood at 26, income per employee wasTk. 2. 45 million, profit per employee before tax and provision was Tk. 0. 72 million and asset per employee was Tk. 65. 95 million. Of the total employees 81. 15% were male and 18. 85% were female. 2. 2 Corporate Governance of Southeast Bank: Southeast Bank Limited believes in sound and effective governance as a preferred priority. It also believes that this is essential for the long term creation of value for the stakeholders of the Bank. Our corporate governance policies are designed to ensure the independence of the Board of Directors in policy matters and administration of the operations of the company by the Bank management within the purview of rules and regulations. The Board acts to ensure that the Bank is responsibly managed for the long term benefit of the Shareholders, employees, customers and the community in which it operates.

Southeast Bank gives high priority to its internal control, comprehensive disclosure to regulatory authorities an

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