Annual Report 2011

Annual Report 2011
Striving for Excellence

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C o n t e n t s
Media Highlights 126
Products and Services 130
Prime Bank Foundation 134
(Corporate Social Responsibility)
Directors Report 157
Auditors Report to the Shareholders 186
Financial Statements - PBL 188
Financial Statements - OBU 284
Financial Statements - PBIL 296
Financial Statements - PBSL 315
Financial Statements - PBL Exchange, (UK) Ltd. 331
Financial Statements - PECL, Singapore 342
Financial Statements - PBL Finance (Hong Kong) Ltd. 364
Some Signicant Events of 2011 377
Notice of the 17
th
Annual General Meeting 381
Branch Network 382
Glossary 388
Letter of Transmittal 03
Vision 04
Mission 05
Corporate Philosophy 06
Strategic Priority 07
Ethics, Integrity and Trust 08
Green Banking 09
Statement Regarding Forward Looking Approach 10
Corporate Prole 11
Milestones 12
Board of Directors & Prole 14
Composition of Board and Committees 25
Group Chairmans Review 26
Managing Director & CEOs Roundup 30
Directors Report on Financial Statements
and Internal Control 35
Report of the Audit Committee 36
Report of the Shariah Supervisory Committee 37
Corporate Governance 38
Sustainability Report 52
Corporate Management 64
Group Corporate Structure 67
Management Discussion and Analysis 68
Risk Management 80
Report on Risk Management by
Chief Risk Ofcer (CRO) 91
Market Discipline Disclosures
on Risk Based Capital (Basel-II) 93
Governance
Other Information
Financial Reports
Financial Highlights - Group 111
Key Financial Data & Key Ratios- PBL 112
Financial Highlights - PBL 114
Graphical Presentation - PBL 115
Segment Analysis 117
Distribution of Shareholdings in 2011 118
Shares held by the Directors in 2011 118
Economic Impact Report 119
- Capital Adequacy 119
- Value Added Statement 120
- Economic Value Added Statement 121
- Market Value Added Statement 122
- Payment of Dividends 122
Market Price Information 123
Financial Calendar 2011 124
Glimpses of 16
th
AGM 125
Shareholders Information
Rationale of the Cover
Prime Bank has been
moving on with a difference
and leaving behind
numerous milestones.
Yet, the STRIVE for
Excellence continues to
surpass the expectation
of the customers.
Letter of
Transmittal
All Shareholders,
Securities and Exchange Commission,
Registrar of Joint Stock Companies & Firms,
Dhaka Stock Exchange Limited and
Chittagong Stock Exchange Limited
Dear Sir(s),
Annual Report of Prime Bank Limited for the year ended December 31, 2011
Enclosed please nd a copy of the Annual Report of Prime Bank Limited along
with the Audited Financial Statements as at on the position of December 31, 2011.
The Report includes Income Statements, Cash Flow Statements along with notes
thereon of Prime Bank Limited, its Subsidiaries namely Prime Exchange Co. Pte.
Limited, Singapore, PBL Exchange (UK) Limited, Prime Bank Investment Limited,
Prime Bank Securities Limited and PBL Finance (Hong Kong) Limited.
This is for your kind information and record please.
Best regards.
Yours sincerely,
Mohammed Ehsan Habib
Company Secretary
[ 3 ]
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Our Vision
To be the best Private Commercial Bank in
Bangladesh in terms of efciency, capital
adequacy, asset quality, sound management
and protability having strong liquidity.
[ 4 ]
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Our Mission
To build Prime Bank Limited into an efcient,
market driven, customer focused institution with
good corporate governance structure.
Continuous improvement of our business
policies, procedure and efciency through
integration of technology at all levels.
[ 5 ]
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Corporate
Philosophy
For our Customers
To provide the most courteous and efcient service in every aspect of its business
To be innovative in the development of new banking products and services
For our Employees
By promoting their well-being through attractive remuneration and fringe benets
By promoting good staff morale through proper staff training and development,
and provision of opportunities for career development
For our Shareholders
By forging ahead and consolidating its position as a stable and progressive
nancial institution
By generating prots and fair return on their investment
For our Community
By assuming our role as a socially responsible corporate citizen in a tangible manner
By adhering closely to national policies and objectives thereby contributing towards the
progress of the nation
........upholding ethical values and best practices
Constantly seeking to improve performance by aligning our goals with stakeholders
expectations. Because we value them.
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Strategic
Priority
Maintain satisfactory capital to support growth and remain compliant
Continue to strive for sound growth by doing the business that we do well, expanding into areas underserved,
entering new sectors and exploring innovative ideas
Have a strong customer focus and build relationships based on integrity, superior service and mutual benet
Continue to provide new services to customers with support of superior information technology platform
Establishment of good Corporate Governance by remaining efcient, transparent, professional and accountable
to the organization, society and environment
Ensure effective risk management for sustainable growth in shareholders value
Diversication of loan portfolio through structured nance and expansion of Retail and SME nancing
Value and respect people and make decisions based on merit
Expansion of Brand Image by in-house capacity development through continuous training
Be responsible, trustworthy and law-abiding in all that we do
Be leader in serving the interest of our community and country
[ 7 ]
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Ethics, Integrity
and Trust
Banking deals with public money where Ethics, Integrity
and Trust is utmost important. Prime Bank upholds
these principles in every section by its management and
customer service. The following are the key principles of
Employee Codes of Ethics and Business Conduct:
Provide service to customers with uncompromising integrity,
utmost respect, unwavering responsibility and dedicated
citizenship
Protect privacy and condentiality of customer information
Prevent money laundering and fraud
Demonstrate workplace respect
[ 8 ]
[ 9 ]
Green Banking
The environmental degradation needs to be tackled
in a concerted manner by all. Society demands that business also
take responsibility in safeguarding the planet. As a responsible Corporate Citizen,
Prime Bank reinforced its Green Banking initiatives.
[ 10 ]
Statement Regarding
Forward Looking Approach
The Annual Report contains some forward looking statements regarding the business environment and its likely
effect in the nancial conditions of PBL. Statements which are not historical facts including statement of PBLs
belief, expectation are forward looking statements. Words such as plan, anticipate are forward looking statements.
Forward looking statements involve inherent risks and uncertainties. Some factors may actually cause actual result
to differ and some may signicantly deviate from the forward looking approach. Some of the factors that
may affect the business environment are given below:
Changes in general economic condition resulting from natural calamities and political disturbances;
Changes in government policy issues;
Increase in Tax, VAT on banking services;
Increase in corporate tax rate;
Increase in CRR and SLR of the banks;
Withdrawal of incentives given to some thrust sectors which may make the projects slow moving;
Directives to reduce the lending rates to nance essential items;
Increase in provisioning requirement may reduce the ROA and ROE;
Reducing the margin ratio for investment accounts;
Volatility in interest rate;
Volatility in capital market arising from speculations;
Compliance issues raised by the international forums which is likely to affect the export growth;
Rise in international prices of essentials which may result to volatility in Foreign Exchange Market;
International embargo/unrest in Middle-East countries may affect remittances and trade;
Risk management of lending portfolio often requires stress testing which is based on sophisticated mathematical
tools and cannot solely be dependent on existing MIS. The level of technology in banking industry is yet to
acquire that sophistication.
[ 11 ] ANNUAL REPORT I 2011
Corporate
Prole
WHO WE ARE
Established in April 1995 by a group of visionary entrepreneurs,
Prime Bank is known for its superior service quality, brand
image, strong corporate governance and corporate culture.
Committed for excellence, Prime Bank is a top-tier bank
in Bangladesh and reputed among regulators as distinctly
compliant and among customers as agile and responsive
to change. A Bank aligned to its vision, mission, values and
strategic priorities.
OUR CORE BUSINESS
Prime Bank focuses on a wide range of nancial products
and services which include commercial banking through both
conventional and Islamic mode, Merchant and Investment
Banking, SME & Retail Banking, Credit Card and Off-shore
Banking. It plays Leading Role in Syndicated & Structured
Financing. It has expertise in Corporate Credit and Trade
Finance and made extensive market penetration with continuous
growth in Corporate, Commercial and Trade Finance sectors.
It has fully owned exchange houses in Singapore UK and a
fully owned nance company in Hong Kong.
CORPORATE RANKING
Prime Bank ranked 10th in Dhaka Stock Exchange (DSE) by
market capitalization and stood at Tk.34,702 million as at the
end of 2011. It has been ranked as 3rd company by DSE-20
Index. Balance Sheet Size of around Tk. 400 billion equivalent
to USD 4.9 billion. With wide customer-base Prime Bank
established itself as the Market Leader among the conventional
private commercial banks for deposits and advances.
CREDIT RATING
CRISL reafrmed long term rating of PBL to AA+ and short
term rating to ST-1 based on nancials up to December 31,
2010.
RATING BY CRISL
Long Term Short Term
Surveillance Rating 2010 AA+ ST-1
Surveillance Rating 2009 AA+ ST-1
Outlook Stable
Date of Declaration of rating May 30, 2011
NETWORK
PBL has a large and well distributed network of branches in
Bangladesh. It has 102 branches and 17 SME branches covering
strategic nancial centers. It has 3 Off-shore banking units at
different EPZs in Bangladesh. It has fully owned exchange
houses at Singapore and UK facilitating inward remittance to
Bangladesh. It has a fully owned nance company in Hong
Kong. It has active presence in Capital Market through Prime
Bank Investment Limited and Prime Bank Securities Limited.
EFFICIENT CAPITAL AND STRONG ASSET QUALITY
PBL has a strong capital base and capital adequacy stands at
12.49 percent of the risk weighted assets against the regulatory
requirement of 10 percent. The bank is also well positioned to
maintain capital under Basel-II.
FOCUSED BUSINESS STRATEGY
The bank is focused on few strategic issues encompassing
change management in the short to long period through the
implementation of various policies, processes and activities
to ensure continuous, sustainable and qualitative growth, with
the sole objective of Institution Building. An effective Cluster
Management (Mentorship) program was implemented. Branch
management is now being continually exposed to mature
thoughts and ideas through Mentors resulting in qualitative
improvement of their business and operational activities.
Organizational and structural changes were made in managing
the banks operations more effectively. Business Units like
Corporate/Commercial, Retail, SME, Cards were restructured
and established to provide sharper business focus to each of
these revenue earning sources. Credit approvals, quality and
recovery departments were strengthened and separated from
business sales to facilitate faster growth and maintain quality
simultaneously. Support services to ensure greater customer
satisfaction with a wider range of products and services
were implemented. New departments like Alternate Delivery
Channels, Cards back ofce, Call Centres, operational support
were established.
THE PBL BRAND
PBLs superior service quality, strong corporate governance
has given it an Excellent Brand Image. To continue to
reinforce the PBL Brand, Prime Bank is continuously improving
its customer service, corporate governance and CSR activities
by remaining innovative and caring.
AWARDS AND ACCOLADES
PBL continues to earn recognition and trust for its strong and
sustained nancial performance and product management.
In 2011 PBL received 4 most valued awards for its published
accounts and reports and corporate governance viz.
Best Presented Accounts Award from SAFA (South Asian
Federation of Accountants) for Annual Report-2010;
Best Published Accounts & Reports Award from ICAB
(Institute of Chartered Accountants of Bangladesh) for
Annual Report 2010;
ICMAB Best Corporate Award 2011 from ICMAB (Institute
of Cost & Management Accountants of Bangladesh);
International Star for Leadership in Quality (ISLQ) Award
in the Gold category on the basis of ISLQ Regulations
and criteria of the QC100 Total Quality Management
Model by B.I.D. (Business Initiative Directions) during the
International Quality Convention held in Paris on 11th April
2011.
OUR COMMITMENTS
PBL is committed to deliver value to its stakeholders. PBL
will continue to provide effective and competitive nancials
solutions and services to its customers. It will continue to
enhance the shareholders value through consistent nancial
performance and efcient capital management. PBL will foster
a strong performance and learning culture that allows the
development and talents of its employees so that they can
effectively play the role of PBL Brand Ambassador.
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Milestones
Memorandum and Articles of Association signed by the Sponsors 05.02.1995
Incorporation of the Company 12.02.1995
Certicate of Commencement of Business 12.02.1995
License issued by Bangladesh Bank 20.02.1995
License issued for opening the rst Branch, Motijheel 08.04.1995
Formal launching of the Bank 17.04.1995
Commencement of Business from the Motijheel Branch 17.04.1995
Commencement of Islamic Banking Business from IBB, Dilkusha 18.12.1995
Initial Public Offerings (IPO)
Publication of Prospectus 29.08.1999
Subscription opened 09.09.1999
Subscription closed 22.09.1999
Listed with Chittagong Stock Exchange Limited 15.11.1999
Listed with Dhaka Stock Exchange Limited 27.03.2000
Trading of Shares on Dhaka Stock Exchange Limited 29.03.2000
Trading of Shares on Chittagong Stock Exchange Limited 29.03.2000
Dividend declared in the 5th AGM (First after the IPO) 14.03.2000
Registered as Merchant Banker with Securities and Exchange Commission 29.03.2001
License issued from Bangladesh Bank as Primary Dealer 11.12.2003
Registered as Depository Participant of CDBL 29.03.2004
Trading of Shares started in Demat Form in Stock Exchanges 15.06.2004
Completion of 10 years of service 17.04.2005
Agreement with Temenos for Core Banking Software T24 30.06.2005
Incorporation of Prime Exchange Co. Pte. Ltd., Singapore 06.01.2006
(a fully-owned Subsidiary of Prime Bank Ltd.)
Prime Exchange Co. Pte. Ltd. Singapore, formally started business 08.07.2006
Opening of rst Off-shore Banking Unit at DEPZ, Savar, Dhaka 15.03.2007
Launching of ATM 11.03.2008
Launching of Internet Banking 01.08.2009
Opening of rst SME Centre 04.08.2009
Recipient of SAFA Best Bank Award 05.12.2009
Incorporation of PBL Exchange (UK) Ltd. 19.11.2009
Obtained Permission for issuance of Subordinated Bond
for TK. 2,500 Million for Basel-II Compliance 31.12.2009
Incorporation of PBIL 28.04.2010
Incorporation of PBSL 29.04.2010
Obtained permission for issuance of Rights Share 25.05.2010
Launching of SMS Banking 25.08.2010
Ground breaking of Prime Tower 22.09.2010
Change of Face Value & Market Lot of Shares 06.01.2011
Launching of Phone Banking 02.08.2011
Commencement of Business of PBL Finance (Hong Kong) Ltd. 01.09.2011
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Board of Directors
Protecting Shareholders Value
Mr. Md. Shirajul Islam Mollah, a Sponsor Director of Prime
Bank Limited was elected Chairman of the Board of Directors
in the 367th Meeting of the Board held on August 24, 2011. He
was Chairman of the Executive Committee prior to his election as
Chairman. He was also the Chairman of the Executive Committee
during May 2003 to May 2004. A very successful business
personality, Mr. Md. Shirajul Islam Mollah is the Managing
Director of China-Bangla Ceramic Industries Limited, Bengal
Tiger Cement Industries Limited, Bajnabo Textile Mills Limited.,
United Shipping Lines Limited, and Sponsor Shareholder of
Peoples Leasing & Financial Services Limited.
Widely traveled, Mr. Mollah is involved with many social and
educational activities and earned recognitions from a number
of organizations. He is the founder of Bajnabo Abul Faiz Mollah
High School, Shibpur, Narsingdi. He is a Member of Dhaka
Stock Exchange Limited (Trustee Securities Ltd.). He is the
Chairman, Trustee Board, Foundation for Peoples Education and
also the Chairman of Trustee Board, The Peoples University of
Bangladesh. A philanthropic personality, Mr. Md. Shirajul Islam
Mollah is also the Chairman of Shirajul Islam Mollah Samaj Seba
Foundation.
Md. Shirajul Islam Mollah
Chairman
[ 14 ]
Mrs. Razia Rahman is a Director and current Vice Chairman of the
Board of Directors of the Bank. She is also Director of Meghna Group, a
leading bi-cycle manufacturer and exporter of Bangladesh. In addition,
she is Managing Director of Transworld Bicycle Co. Ltd.
Razia Rahman
Vice Chairperson
Mr. M. A. Khaleque is the founder and Sponsor Director of Prime Bank
Limited. He has been elected Vice Chairman of the Board in the 367th
Meeting of the Board of Directors held in August 24, 2011. During the
last 25 years, he has set an enviable standard by establishing high end
institutions ranging from banks, non-banks, life and general insurance in
the country. Mr. M. A. Khaleques name has now become synonymous
with some of the nest institutions having high professional outlook and
vision in the nation. Spanning over a period of around 20 years, success
came as a matter of choice through Prime Finance & Investment Ltd,
Fareast Islami Life Insurance Company Ltd., Prime Insurance Ltd.,
Fareast Finance & Investment Ltd., PFI Securities Ltd., Fareast Stocks
and Bonds Ltd., Prime Islami Securities Ltd., Prime Prudential Fund Ltd.,
Prime Financial Securities Ltd. some of which are already market leaders in
their respective elds. Having set epoch making standards in the nancial
arena, he set his sight into the emerging information technology, booming
property sector and promising Agro-based sector of the country and his
dreams were fullled through promotion of GETCO Limited / GETCO
Agrovision Ltd., GETCO Telecommunications Ltd., HRC Technologies
Ltd., Prime Property Holdings Limited and PFI Properties Ltd. He is a
member of the Board of Governors, Primeasia University. His social
contribution came through his foundation under the name and style of
MAK Foundation through establishment of a good number of educational
institutions such as University, Degree College, Technical College, Krishi
College, High School, Girls High School, Kindergartens and Madrasahs
imparting quality education in the society. He is actively involved with
SEBA, a benevolent organization in Bangladesh. He is currently the
Chairman of Fareast Finance & Investment Limited, Fareast Stocks and
Bonds Ltd., Prime Property Holdings Ltd. and PFI Properties Ltd.
M.A. Khaleque
Vice-Chairman
[ 15 ]
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Board of Directors - Protecting Shareholders Value
Mr. Tanjil Chowdhury is the youngest Director of Prime Bank Limited and
currently serves as the Vice Chairman of the Executive Committee. He is
the Managing Director of East Coast Group of companies, a diversied
conglomerate with primary focus on Oil & Energy.
Mr. Chowdhury is the Vice President of Bangladesh Merchant Bankers
Association (BMBA). He is also Chairman of the Prime Exchange
Singapore Pte Ltd, the banks remittance arm in Singapore. He is the
Secretary General of Prime Bank Cricket Club, an initiative of Prime Bank
Foundation (PBF).
He is a regular guest lecturer at American International University
Bangladesh (AIUB), Faculty of Business Administration. His lecture
topics include Financial Derivatives and Investment Management for
BBA students.
Mr. Chowdhury did his BA (Hons) in Accounting and Finance, before
completing MSc in International Management (Finance), from Kings
College London, University of London.
Mr. Chowdhury is an active member of BBC Film Society. He is also a
keen golfer and his current handicap is 21.
Tanjil Chowdhury
Vice-Chairman, Executive Committee
Maz Ahmed Bhuiyan
Chairman, Executive Committee
Mr. Maz Ahmed Bhuiyan was elected Chairman, Executive Committee
of the Board of Directors of Prime Bank Limited in the 367th Meeting of the
Board. A Sponsor Director, Mr. Bhuiyan was Vice Chairman of the Board
prior to his present position. Mr. Bhuiyan is an entrepreneur and has the
distinction of making substantial contribution in the Backward Linkage
Industry setup in the RMG sector in its early years. He also pioneered in
setting up joint-venture projects in the country with the collaboration of the
developed countries like Taiwan and Korea. Currently, he is Director of
Australian International School (International Holdings Ltd), Life Member
& Vice Chairman of Eastern University Foundation (Eastern University),
Life Member of South East Foundation (Southeast University) and
Managing Director, Shepherd World Trade Ltd. He is also representing
Shepherd World Trade Limited to the Board of Citizen Securities &
Investment Limited as Chairman.
Besides, he is Life Member of numerous educational and social welfare
organizations. A widely traveled person, Mr. Bhuiyan is also a keen lover
of Games & Sports and actively participates in the Golng events.
[ 16 ]
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Prof. Ainun Nishat, a renowned personality in the arena of Water
Management, Climate Change, Environment and Disaster Management
was appointed Depositor Director of Prime Bank Limited on 19th March
2009. Presently, he is Vice Chancellor of BRAC University, Dhaka.
He obtained Ph.D. in Civil Engineering from University of Strathclyde,
Glasgow, U.K. He is a graduate of Bangladesh University of Engineering
and Technology (BUET). Earlier in his career he was Professor, Dept.
of Water Resources Engineering, and Director, Institute of Water and
Flood Modeling BUET, Dhaka. A widely traveled person Prof. Nishat has
authored many books and articles at home and abroad.
Prof. Ainun Nishat
Chairman, Audit Committee
Mr. Azam J Chowdhury is an industrialist and entrepreneur in
Bangladesh. He is the Chairman of East Coast Group, a fast growing and
diversied conglomerate engaged in International Trading, Manufacturing,
Engineering, Lubricants, LPG, Wooden poles, Tea and Solar energy
having main focus on Oil & Gas. In addition, he is the Chairman of The
Consolidated Tea & Lands Company Bangladesh Limited (formerly, James
Finlay Limited) and also the Chairman of Bangladesh Trade Syndicate
Limited, an associate of TNT Express, a global express company. Mr.
Chowdhury is also the Managing Director of MJL Bangladesh Limited.
In the past, Mr. Chowdhury served as the Chairman of Prime Bank Limited
(2004-5, 2007-11), one of the leading private sector Banks in Bangladesh
and also as the Chairman of Green Delta Insurance Company Limited
(2001-2005), one of the most successful general insurance companies
in Bangladesh. Currently, he is a Director in both the aforementioned
institutions. He is also the Director of Central Depository Bangladesh
Limited (CDBL).
Mr. Chowdhury also serves as the Vice President of Bangladesh
Energy Companies Association and a Member of Advisory Council of
Government of the Peoples Republic of Bangladesh on Power, Energy
& Mineral Resources. In recognition to his performance, The Hungarian
Government nominated him as their Honorary Consul in Bangladesh.

Mr. Chowdhury is also involved in social and educational development
activities, which includes establishment and management of Mohtasin Ali
High School, A private high school which is providing access to education
of under privileged section of people in the locality and Diabetic Centre
namely Bakhtunnesa Chowdhury Diabetic Centre in his home town at
Kulaura which offers free medical treatment. He is a regular contributor
on article of poitical issues, business and shipping in leading dailies and
journals at home and abroad.
Having Completed his B.A. (Hons) and M.A. in English Literature
from Dhaka University, he attended number of courses on business
administration in UK and Singapore. He also completed a course on
Pricing and Costing sponsored by UNCTAD under United Nations.
He is a renowned Golfer and achieved laurels several times in this
sporting arena.
Azam J Chowdhury
Director
[ 17 ]
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Quazi Sirazul Islam is a Sponsor Director & Former Chairman of Prime
Bank Limited. He took part in countrys liberation war in 1971 and later
elected as Member of Parliament in 1996 and 2001. Mr. Islam is the
Managing Director of Amin Jewelers Limited, one of the famous Jewelry
House in the country. He is also a Member of Federation of Bangladesh
Chamber of Commerce & Industry and Senior Vice President of
Bangladesh Jewelers Association. Mr. Islam is the Chairman of City
Hospital (Burn Hospital), which is the only Private Sector Hospital of
this kind in Bangladesh. He is a Member of the Board of Governors of
Peoples University of Bangladesh. A philanthropist by nature Mr. Islam
was awarded Kabi Jasimuddin Gold Medal, Maulana Akram Khan Gold
Medal, Su Motahar Hossain Gold Medal and Atish Dipankar Gold Medal
for remarkable contribution in education. He was also awarded MJF
(Melvin Jones Fellow) Medal by the Lions International Foundation for his
contribution to the Society.
Quazi Sirazul Islam
Director
Former Chairman Mr. Mohammad Aminul Haque is a sponsor Director
of Prime Bank Ltd. After graduating in Mechanical Engineering from
Bangladesh University of Engineering & Technology (BUET) in 1962,
he joined Water and Power Development Authority (WAPDA), an
autonomous body, as a Designer Engineer. Subsequently he joined
Dhaka Polytechnic Institute as Lecturer/Instructor. Immediately after the
liberation of the country he opted for business to contribute to the war torn
economy and established Greenland Engineers and Tractors Company
(GETCO) Ltd. and continued to serve as its Managing Director. He was
the Chairman of Prime Finance & Investment Ltd. a leading non-banking
nancial institution in Bangladesh. In 2004 he established Bangla Trac
Limited which is now the Dealer of Caterpillar Inc. in Bangladesh.
Mohammad Aminul Haque
Director
Qazi Saleemul Huq is former Chairman of the Board and Executive
Committee of the Board of Directors. After obtaining MBA from IBA
of University of Dhaka in 1979, he started his business career by
establishing GQ Ball Pen Industries, a pioneer in the Ball Pen industry in
Bangladesh. He is the Chairman of GQ Group of Companies, engaged
in manufacturing of fertilizer bags, snack foods, mosquito coil, plastic
furniture, writing equipments etc. He is also involved in various social and
educational development activities.
Qazi Saleemul Huq
Director
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A leading business personality Captain Imam Anwar Hossain is a
Director of Prime Bank Limited. Captain Hossain graduated from Juldia
Marine Academy in 1969 and got Class-1 Master Mariner degree from
UK in 1980. Capt. Hossain is an entrepreneur and promoter of Imam
Group. His business portfolio comprises of shipping, insurance, leasing,
cement, and lube oil industry and distribution etc. He is Director of Pragati
Insurance Ltd., Ben Ocean Lines Ltd., Prime Cement Ltd., Ben Marine
Lines, Bengal Tiger Cement Industries Ltd., Commodity & Carriage,
Jamuna Resort Ltd., Lubricants Asia Ltd. He is a Member of French-
Bangladesh Chamber of Commerce and Industry, India-Bangladesh
Chamber of Commerce and Industry, President of Leonine Chess Club,
Founder Member of the Board of Governors of the Peoples University of
Bangladesh and President of Oitijjo Onneshon (i.e. search for heritage)-
a Trust working for archeological excavation and research. He is the
Chairman of the Nautical Institute (UK) Dhaka Branch. He had written a
number of articles focusing on development of port, shipping and transit
trade in Bangladesh. He is Member of Federation of Bangladesh Chamber
of Commerce and Industries (FBCCI) and currently is the Chairman of the
Power and Energy Committee of FBCCI, the apex body of the business
community of the country. He is also the former Chairman of Bangladesh
Ocean Going Vessel Owners Association. He is associated with many
benevolent organizations engaged in poverty alleviation and technical
education.
Capt. Imam Anwar Hossain
Director
Khandker Mohammad Khaled, former Chairman and present Director
of Prime Bank Limited is a BUET graduate in Mechanical Engineering.
After graduation he joined the then Water & Power Development Authority
(WAPDA), now Bangladesh Water Development Board (BWDB). After
having served BWDB for thirteen years, he started his own business in
1975 establishing Greenland Engineers & Tractors Company Limited
(GETCO) along with few associates which by now has attained an enviable
position among the contemporary business houses in Bangladesh. He is
currently Chairman & Managing Director of GETCO Telecommunications
Limited, GETCO Agro Vision Limited and GETCO Limited. He is Vice-
Chairman and Member, Board of Governor, Prime Asia University.
Besides, he is associated with numerous Chamber Bodies and Societies
in different capacities prominent among which are Institute of Engineers,
Bangladesh, National Heart Foundation of Bangladesh, Diabetic
Association of Bangladesh, AMCHAM, Bangladesh, CANCHAM, China-
Bangladesh Friendship Association, Bangladesh Railway Spares and
Accessories Suppliers Association, International WHOs WHO Historical
Society and 62-Engineers Club. A very widely traveled person, Mr. Khaled
is an amiable personality having track record of making contributions in
the social and educational development activities of the country.
Khandker Mohammad Khaled
Diretor
[ 19 ]
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Mrs. Shahnaz Quashem is former Vice Chairperson of the Board of
Directors of Prime Bank Limited. She became a Board Member in June
2004 and was re-elected in the next AGM held in 2005. Mrs. Shahnaz
Quashem is Director of Ambia Holdings Ltd. a group of business entity
engaged in diversied business portfolios. She is an active social worker
and has been associated with many benevolent organizations engaged
in social welfare & charitable activities.
Shahnaz Quashem
Director
Mrs. Hasina Khan is a Director of Prime Bank Limited. She is also Director
of Pedrollo Group of Companies and Pedrollo Nk Ltd, Polyexprint Ltd.
Polyexlaminate Ltd., Polytape Ltd., Prime Insurance Co. Ltd, Pedrollo
Dairy & Horticulture Ltd. and Halda Valley Tea Co. Ltd. An eminent social
worker Mrs. Khan is the Member of Khulsi Lions Club, Chairperson of
Dhurong Khulsi Lions School & College and Kumira Residential High
School, Chittagong.
Hasina Khan
Director
Mr. Muhammad Abdul Wahhab is a career banker having served
both nationalized and private sector banks in the highest capacity.
Presently, he is the Chairman, Board of Trustees, Primeasia University,
Prime Islami Insurance Ltd. and PFI Securities Ltd. Besides, he is the
Managing Director of MAWSONS Limited and Director, Fareast Finance
& Investment Ltd. and Fareast Stocks & Bonds Limited.
Mr. Wahhab is an active social worker and associated with numerous
educational and charitable organizations.
Muhammad Abdul Wahhab
Director
[ 20 ]
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Mr. Nas Sikder is the Managing Director of Palmal Group which was
founded by his father late Nurul Haque Sikder, a prominent business
personality then and among the pioneers in RMG sector. After completion
of O and A level, Mr. Sikder went to Washington University, Saint Louis,
Missouri, USA and obtained BS in Business Administration with distinction.
With his ingenuity and expertise in operations, strategic management &
marketing skills, expanded the Groups business in all the spheres of
RMG. The group at present is the most prolic and trusted suppliers of
Apparels to American and European buyers.
Mr. Sikder is an avid philanthropist and actively contributes in the
promotion and expansion of education through establishing Schools and
Colleges, prominent being Shaheed Seraj Sikder College. He is also
associated with numerous socio welfare and charitable organizations like
Acid Survivor Foundation etc.
Nas Sikder
Director
Mrs. Firoja Amin is the Managing Director of Smart Group, one of the
pioneering RMG groups of the country. She entered the business with
her husband late A.F.M Aminul Huq in 1980. It is worth mentioning that
Smart Group is well known in Bangladesh as 100% export oriented
leading garments and sweater manufacturer. In 2003, Mrs.Firoja Amin
won The Industry Business Award as the Best Women Entrepreneur.
Her husband late A.F.M Aminul Huq was a sponsor Director of Prime
Bank Limited.
Mrs. Amin is a philanthropist and associated with numerous social and
charitable entities.
Firoja Amin
Director
[ 21 ]
Heading
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Prof. Mohammed Aslam Bhuiyan, Professor of Sociology, University of
Chittagong is a renowned educationist and was appointed an Independent
Director of the Bank in April 2009. He obtained his MS in Sociology on
Rural Development at the Moscow University, erstwhile USSR in 1976.
He was also educated in the USA & Germany. He did his Ph.D from
Bombay University under the fellowship of Indian Council of Social Science
Research (ICSSR). Mr. Bhuiyan is former Vice Chancellor of The Peoples
University of Bangladesh and Chairman of the Department of Sociology,
University of Chittagong. He was also Director CUCSU, Provost Shamsun
Nahar Hall, Registrar (In charge) of Chittagong University. Presently Dr.
Bhuiyan is a Senate Member of Chittagong and Dhaka University, Member,
Finance Committee, Dhaka University, Syndicate Member of the Moulana
Bhashani University of Science & Technology and member, Presidium,
Bangladesh India Friendship Society. He is also Member of Governing
Council of Bangladesh Climate Change Resilience Fund (BCCRF), Ministry
of Environment and Forest. Prof. Bhuiyan wrote more than 100 academic
papers published in National & Foreign Journals including many leading
Newspapers.
Prof. Mohammed Aslam Bhuiyan
Director
Ms. Saheda Pervin Trisha is a young and promising entrepreneur. An
MBA from the faculty of Business Studies, University of Dhaka, Ms. Trisha
also holds the position of Directorship of Prime Insurance Co. Ltd., VIP
Shahadat Poultry & Hatchery, VIP Shahadat Cold Storage and Rangpur
Agro Industries.
Saheda Pervin Trisha
Director
[ 22 ]
Heading
Heading
Mr. Manzur Murshed, a retired govt. ofcial, appointed Depositor Director
of Prime Bank Limited on 19th March 2009. He graduated in Engineering
(Electrical) in 1961 from the University of Dhaka and MA (Public Admin)
from American University, Beirut. He started his career in 1961 as
Assistant Engineer in East Pakistan Water and Power Development
Authority (EPWAPDA) and retired from services as member, Planning &
Development in December 1995. He was also Director of Eastern Cables
Ltd. He is a Fellow of IEB, Member of Dhaka Club and Kurmitola Golf
Club. He at present runs a consultancy rm offering expertise services
for the development of the Power Sector in the country.
Manzur Murshed
Director
Mr. Md. Ehsan Khasru joined as Managing Director of Prime Bank
Limited on 15 September, 2011. Prior to joining Prime Bank Limited, he
was Additional Managing Director of The City Bank Ltd.
In his long 29 years banking career, he has held various responsible
management positions in Credit Risk Management, Risk Management,
Credit Administration and Relationship Management.
Mr. Khasru started his illustrious banking career in 1983 as a Probationary
Ofcer in National Bank Ltd. In 1985, he joined National Credit and
Commerce Bank Ltd. After serving eight years, in 1992 he moved to
American Express Bank in the Marketing Manager (Relationship) position
in the Business & Corporate Banking Division and served there till 1999.
Later on, in 2000, he went abroad and worked for Royal Bank of Canada
and Bank of Montreal as a Senior Manager (Relationship) and Financial
Services Manager respectively till 2007.
Mr. Khasru returned to Bangladesh in 2007 and joined Eastern Bank
Limited as Head of Credit Risk Management. Subsequently, in 2008, he
joined the City Bank Ltd. as SEVP and Head of Credit Risk Management
where he received elevation twice in three years. During this time he
was also promoted to the rank of Additional Managing Director for his
contribution as the Chief Risk Ofcer of the bank.
An MBA in Marketing from the Institute of Business Administration (IBA),
University of Dhaka in 1982, Mr. Khasru achieved his Bachelor (Hons) in
Economics from Dhaka University in 1979.
Md. Ehsan Khasru
Managing Director
[ 23 ]
Heading
Heading
continuation text
Composition of Board and Committees
Group Chairmans Review
Managing Director & CEOs Roundup
Directors Report on Financial Statements
and Internal Control
Report of the Audit Committee
Report of the Shariah Supervisory Committee
Corporate Governance
Sustainability Report
Corporate Management
Group Corporate Structure
Management Discussion and Analysis
Risk Management
Chief Risk Ofcer
Market Discipline
Disclosures on Risk Based Capital (Basel-II)
Governance
Board of Directors
Mr. Md. Shirajul Islam Mollah Chairman
Mr. M.A. Khaleque Vice Chairman
Mrs. Razia Rahman Vice Chairperson
Mr. Azam J Chowdhury Director
Mr. Mohammad Aminul Haque Director
Mr. Maz Ahmed Bhuiyan Director
Quazi Sirazul Islam Director
Mrs. Shahnaz Quashem Director
Mrs. Hasina Khan Director
Capt. Imam Anwar Hossain Director
Qazi Saleemul Huq Director
Mr. K.M. Khaled Director
Mr. Muhammad Abdul Wahhab Director
Mr. Nas Sikder Director
Ms. Firoja Amin Director
Ms. Saheda Pervin Trisha Director
Mr. Tanjil Chowdhury Director
Mr. Manzur Murshed Director
Prof. Ainun Nishat Director
Prof. Mohammed Aslam Bhuiyan Independent Director
Mr. Md. Ehsan Khasru Managing Director
Executive Committee
Mr. Maz Ahmed Bhuiyan Chairman
Mr. Tanjil Chowdhury Vice Chairman
Mrs. Shahnaz Quashem Member
Quazi Sirazul Islam Member
Qazi Saleemul Huq Member
Mr. Muhammad Abdul Wahhab Member
Mr. Nas Sikder Member
Audit Committee
Prof. Ainun Nishat Chairman
Mr. M.A. Khaleque Member
Mr. Mohammad Aminul Haque Member
Mr. Mohammed Aslam Bhuiyan Member

Shariah Supervisory Committee
Prof. Maolana Mohammad Salahuddin Chairman
Prof. Maolana Mohammad Shahidul Islam Member
Prof. Dr. Shamsher Ali Member
Mr. M. Azizul Huq Member
Prof. Dr. Muhammad Abdur Rashid Member
Mr. Md. Shirajul Islam Mollah Member
Capt. Imam Anwar Hossain Member
Mr. Md. Ehsan Khasru Member
Mr. Nasiruddin Ahmed Member Secretary
Mr. Isbahul Bar Chowdhury Member
Composition of
Board and Committees
[ 25 ]
[ 26 ]
continuation text
Group Chairmans
Review
Prime Bank once again succeeded to
overcome the challenges and made
satisfactory prot and growth in many lines
of business during 2011. The Bank took
a strategy of quality growth by adhering
to compliance in all spheres of operation.
As a continued policy, the Bank remained
focused in all key areas covering capital
adequacy, good asset quality, sound
management, good earnings and strong
liquidity.
The year 2011 was marked by sustained economic
growth resulting from robust performance in industry,
agricultural and service sector. Adequate credit delivery
to small and medium enterprise contributed to the
satisfactory industrial growth. However, pressure on
liquidity and foreign currency was felt during the third
and fourth quarter of the year due to decline in foreign
aid and increased Government borrowing. Monetary
policy was cautioned and restrained with a view to
curbing inationary pressure arising from rising prices
of oil and essential commodity items in international
market. The pressure on foreign currency was slightly
eased due to satisfactory growth in export and inward
remittances from wage earners. The rate of interest of
deposits and lending showed upward trend during the
year.

Financial Excellence
Prime Bank once again succeeded to overcome the
challenges and made satisfactory prot and growth in
many lines of business during 2011. The Bank took a
strategy of quality growth by adhering to compliance
in all spheres of operation. As a continued policy, the
Bank remained focused in all key areas covering capital
adequacy, good asset quality, sound management, good
earnings and strong liquidity. The groups operating
prot was Tk 8,165 million during the year registering a
growth of 16.26 percent. The return on equity remained
20.22 percent during 2011 and earnings per share
(EPS) stood at Tk 4.77. The performance of Prime Bank
on solo basis was also commendable. The operating
prot was Tk 7,455 million during the year registering a
growth of 20.70 percent. The return on equity remained
20.32 percent during 2011 and earnings per share
(EPS) stood at Tk 4.70.
Deposits of the Bank rose by Tk 35,242 million during
2011 indicating a growth rate of 28.29 percent. Loans
and advances, which are well diversied, have grown by
20.12 percent during the year. Foreign Trade Business
grew by 22 percent during the year. Capital adequacy
of the Bank is 12.49 percent on consolidated basis and
12.48 percent on solo basis which is above the stipulated
rate of 10 percent. The ratio of non-performing loan to
total loan is within the acceptable range of 1.37 percent,
indicating that the strategy of quality growth by adhering
to compliance in all spheres of operations is working.
Customer Remaining in our Focus
Prime Banks continuous rm commitment to excellent
customer service helped the Bank to attain the
remarkable growth rate in many lines of business.
During the last 16 years of operation the Bank provided
great value for our customers by developing wide range
of products and services. Our products and services are
as diverse as the market segments. Our customer group
ranges from individuals, big corporate clients, NGOs,
SME and Retail. Financing to NGOs are provided for
extending micro nance to cover the ultra poor who are
struggling to come out of their destitute destiny.
Our principal strategy is to provide comprehensive
service to the clients of the large and medium size
corporate customers with expertise in industries,
construction, trading, agriculture, transportation,
nancial institutions and service related business. Prime
Banks corporate business provides tailored services to
the corporate and institutional clients. The nancing
is based on both conventional and Islamic Shariah
mode. The Customer Relationship Program has been
strengthened by frequent visits by our staff to the
clients. The customer service is provided through both
conventional and Islamic banking branches. Mystery
shopping was done in order to ascertain the quality of
customer service of the branches. The result shows
that performance level is improving. The Bank focused
on the Shariah compliance in all sphere of operation of
Islamic banking branches. Side by side of the normal
expansion of branch network, the Bank is operating
through off-shore banking units at Dhaka, Chittagong
and Adamjee Export Processing Zones.
SME & Retail Banking
The Bank is now focusing on lending to SME and Retail
sector in line with the various renance facilities and
initiatives taken by the Government. During 2011,
Prime Banks strategy was focused on marketing the
Banks products to wider range of customers and
providing working capital and term loan to different
manufacturers, traders and service providers including
backward and forward linkage industry that fall into
SME universe. Banks exposure is thus well diversied
in SME. The Bank is not only providing credit but also
took steps to popularize the SME sector by participating
in various trade shows organized in the country. Prime
Bank had been and will always remain as pioneer in the
consumer credit and retail banking.
The Bank always remained very competitive in offering
services to the customers and continuously redesigning
its products to meet the customer demand in retail
sector. Knowing our customer and their needs is the
key to our business and success. As a part of customer
care, various campaign and fair were arranged to
focus our attention to meet the retail customer needs.
Keeping with the spirit of oneness, customer loyalty
program were arranged at all the locations where the
Bank operates.
[ 28 ]
Group Chairmans Review
New Horizon
Prime Bank opened its rst nance house PBL Finance
(Hong Kong) Limited at Hong Kong during 2011. It is a
fully owned subsidiary focusing on advising, negotiating,
conrming and discounting facilities against LCs
originating from PBL and others banks in Bangladesh.
The subsidiary is operated with executives and ofcials
having experience in foreign trade business in Hong
Kong and Bangladesh.
Remittance Business
Prime Bank also focused on handling remittance
businesses and with that aim in view opened rural
branches where remittance business concentrates. In
addition to the opening of exchange house at Singapore
and UK, Prime Bank has agreement with various
exchange houses at USA, UK, Middle East and South
Asian countries for inward foreign remittances of the
wage earners. Central foreign currency remittance cell
is providing on line services in payment of remittances.
This strategy of the Bank allowed the rural people to
have modern banking facilities at their doorsteps and
enjoy opportunity of investing in products and services of
the Bank yielding higher return and receive remittances
without loss of time.

Risk Management & Internal Control
Risk is an associated factor with nancial service
industry. A critical success factor for sustained
protability and continuous delivery of shareholders
value is how effectively the risks are managed. Banks
are exposed to a number of risks of which Credit Risk,
Market Risk (interest rate and Foreign exchange risks),
Operational Risks and Reputation Risks, particularly
arising out of money laundering and terrorist nancing.
In order to manage these risks properly Bangladesh
Bank has issued risk management guidelines, which
are being followed by the Bank with utmost dedication.
The Bank has put in place its Standard Operating
Procedure (SOP) as per international best practices
prepared by Pricewaterhouse coopers. This SOP has
strengthened internal control system and facilitated
the risk management process or our Bank. Internal
Control System is being made effective by increasing
the internal audit, both comprehensive and others, of
the branches and Head Ofce. These cautious and
stringent practices kept the risk during the year at a very
low level.
Capital Management
Bank continues to manage its capital efciently in order
to support its annual business plan and also to ensure
adequate return on capital to shareholders. Prime Bank
recognizes the impact on shareholders return of the
level of equity and seeks to maintain a prudent balance
between Tier-I and Tier-II capital. Bangladesh Bank is
contemplating to start implementing risk based capital
accord Basel-III from the year 2013 and our Bank
has already imparted training to the ofcers and also
streamlined the risk management process in order to be
prepared for implementation of Basel-III on time.
Human Resource is our Asset
Prime Bank family believes that consistently strong
performance of the Bank is the result of the team of
committed, knowledgeable and dedicated employees
who are focused on achieving the excellence. Thus
human resource is the most valuable asset for the
Bank. We try to create a mutual trust and dignity and our
investment in Human resource development is the key
to sustainable prot. The Bank plans to hire, develop
and retain the human resource base with the right level
of skills and talent to meet current and future needs. The
employees of the Bank are given on the job training and
are sent to different training program/seminar, workshop
at home and abroad. The Training Institute of the Bank
arranges various courses, workshops, and seminars
on important aspects of banking. The deserving staffs
are rewarded as per their performance with accelerated
promotion and other incentives. Training is pursued for
both conventional and Islamic banking division of our
Bank.
Information Technology
PBL has always been moving with the latest technology
and time-to-time the Bank has adopted different
advantages of the technology which has enriched its IT
infrastructure. Technological development of the Bank
tremendously increased its customer service as well as
trust worthiness of the stakeholders towards the Bank.
Now PBL is the pioneer in providing multi dimensional
banking products and services. At present, the IT Division
is well equipped not only with technology, but also with
a dedicated professional workforce. For developing IT
backbone the Bank has invested throughout the year in
an efcient manner considering return on investment.
IT team has developed various in-house software which
have made the operating system faster and customer
friendly. The strong IT platform helped the Bank to
expand its Alternative Delivery Channels.
Awards & Recognition
Prime Bank received many coveted awards during 2011.
Prime Bank is the recipient of 1st prize in the category
Banking under ICAB National Award 2011 for its
published account for the year 2010. It is also a great
honor of professionalism and reputation for Prime Bank
to receive the award consecutively for seven years.
This year also Bank received 1st prize under SAFA
BPA Award for the year 2010. It testies compliance
by the Bank with Bangladesh Accounting Standard
and International Accounting Standard. However,
Prime Bank is not complacent about the accolades
received and would continue to strive for excellence in
all sphere of its operation in order to surpass customer
satisfaction.
Caring for our Community
Prime Bank has strong condence among the investors,
both individual and institution as a responsible corporate
citizen. There is a clear trend in the development of
socially responsible investment. Prime Bank always
committed to operate in an economically of socially and
environmentally sustainable manner. The Bank rmly
believes that we need to focus in the areas of poverty
alleviation, healthcare, games and sports, education
and capacity development in the banking sector and
last but not the least preservation of Martyrs memoirs.
The Bank made signicant contribution during 2011
for development in the above mentioned areas. Prime
Bank Foundation has been created with the objective to
make hospitals and socially benecial projects. About 4
percent of the prot before tax is ploughed back every
year into this fund. Green Banking is a component of
the global initiative to save environments. Prime Bank
attaches great importance to these initiatives and
already made satisfactory progress in this regard.
Good Governance
The Bank has given stress to the compliance of all
the rules, regulation and guidelines of Securities and
Exchange Commission and Bangladesh Bank. The
Board approves the Banks budget and reviews the
business plan of the Bank on monthly basis so as to
give directions as per changing economic and market
environment. The Board reviews the policies and
manuals of the various segments of business in order to
establish effective risk management in credit and other
key areas of operations. The Board and the Executive
Committee reviews the policies and guidelines issued by
Bangladesh Bank regarding credit and other operations
of the banking industry. The management operates within
the policies, manuals and limits approved by the Board.
Regular meeting of the Board is held. Audit committee
reviews the risk management and internal control and
compliance process of the Bank. Audit committee also
reviews the internal audit reports and their compliances.
The External Auditors were given absolute freedom in
the process of audit and to verify the compliance, risk
management and preparation of accounts as per IAS
and BAS standard. Audit Committee discusses with the
external auditors regarding the nancial statements etc.
To improve awareness on corporate governance, the
members of Board of Directors and the Management
are encouraged to join seminars and workshops. We
have taken steps for rating of the Bank every year
in order to give a level playing eld for the investors.
We have taken steps to give more disclosures to our
shareholders and it will be evident from the nancial
statements and notes to accounts for the year 2011.

Challenge and Reality
Prime Bank Limited is well positioned to meet the
challenges of 2012 and will continue to strive to
innovate and capture opportunity for growth and value
creation. The Bank will focus on its large customer base
to generate more business from existing customers.
This strategy is supported by continuous improvement
in the existing wide spectrum of product and services
and level of customer service delivery. The Bank will
continue to harness the potential of retail, credit card,
SME and remittance market. However, continued
pressure on interest margins, fee, exchange earnings
and increased provision requirement for Retail, Credit
Card and SME wilt pose a challenge to the nancial
institutions during 2012 also. In its pursuit for growth, the
Bank will always adhere to good corporate governance
and practices and sound risk management policies and
strict credit evaluation procedure. We see ourselves as
strong and effective player in the nancial system and
would remain ready for the implementation of the same.
Our exposure in core business of corporate and retail
sectors with wide range of products is continuously
expanding our operations.
Note of Appreciation
I thank M/S Hoda Vasi Chowdhury & Co. and
M/S Howladar Yunus & Co. for carrying out the external
audit professionally and advising us on various matters,
of compliance relating to International Accounting
Standard and Bangladesh Accounting Standard. The
continuous acclamation of our presented nancial
statements at home and abroad is the testimony of such
compliance. The timely issuance of external auditors
report has helped us to present the Annual Report-2011
early.
Our thanks go to all well-wishers, shareholders,
stakeholders for their continuous support in our quest
for excellence. The role of our human resources is
commendable and truly is the innate strength of the
Bank. Together we will strive for our vision.
With very best regards,
Chairman
[ 30 ]
continuation text
Managing Director
& CEOs Round Up
With the mandate to play a visionary role
and pursuit of economic development
through core banking services, Prime
Bank Limited has been playing the
pivotal role in the nancial sector as
well as towards economic development
of the country with the time-betting
guidance and direction from the expert
Board and Management.
As the Managing Director of your esteemed Bank,
it is my sheer pleasure and opportunity in presenting
the remarkable performance and future aspirations
of your Bank. First of all, I would like to express my
sincere thanks to the valued stakeholders for their
unwavering support in the Banks continued success.
I take this chance to thank the members of the Board
and Management of the Bank for extending me the
opportunity to steer toward the Banks mission a bank
with a difference. I also place my appreciation of the
dedicated and committed service put in by our staff.
Boards Mission
With the mandate to play a visionary role and pursuit of
economic development through core banking services,
Prime Bank Limited has been playing the pivotal role
in the nancial sector as well as towards economic
development of the country with the time-betting
guidance and direction from the expert Board and
Management.
Economic Situation and GoBs Efforts
In the rst half of Fiscal Year 2011-12, the economy
showed a signicant turnaround with robust export
growth, manpower export, and broad money growth.
However all these achievements have been marred by
double digit ination since March 2011, weakening BDT
against USD, decreasing Balance of Payment (BoP),
unstable global commodity price, heavy borrowing
from the Banks. All these extraneous factors tested
the economic resilience of the country with constant
readjustment of its strategies. As a result, GDP growth
rate increased slightly in Fiscal Year 2010-11 from 6.1
percent to 6.7 percent. On the positive note, policy
directives from the Government and the Bangladesh
Bank provided the precise direction in maintaining
nancial stability.
Prime Banks Financial Performance
2011 has been a challenging, yet, another successful
year reestablishing your Banks unparalleled success
in all key Banking Performance parameters. Your Bank
has shown sheer foresight in managing core risks with
prudent diversication of its funds. Key performing ratios
of core banking operations in Deposit and Advance
size, composition and mix of assets and liabilities,
interest spread, low NPL contributed in maintaining the
Banks position as the Prime nancial institution among
conventional private commercial banks. Your Bank held
its head high and ensured sustainable performance
amidst challenging macro-economic factors.
Customer Focus
Your Banks focus has been creating desired value for
its customers, translating their needs into services and
satisfying their demands. To ensure superior customer
service, the Bank reemphasized its focus on quality
customer service with its products and services by the
banking personnel. Therefore, it stressed customer
management skills, service delivery speed and branch
environment in its core service delivery at branch and
head ofce. The Bank believes in achieving competitive
edge by continuous redesigning of its products and
offering services according to the market demand. Our
joint efforts are concentrated on truly achieving the
brand promise a bank with a difference.
Balance Sheet Management
Prime Bank maintained its sound nancial results with
booking a net prot before Tax of Tk 6.80 billion in 2011
with an impressive return on equity of 20.32 percent.
The ratio of non-performing assets to total assets was
at a commendable 1.37 percent. Balance sheet of the
Bank stood at Taka 400 billion, equivalent to USD 4.9
billion. Capital adequacy of the Bank was 12.49 percent,
well above the stipulated minimum rate of 10 percent.
Foreign Trade Business grew by 22 percent during
the year. Off-shore Banking Units and Subsidiaries at
Singapore, UK and Hong Kong also showed notable
progress.
Risk, Export, Key Performing Ratio
The core risks- credit, market, interest rate risk, foreign
exchange and operational risks were monitored
continuously to ensure quality of the Banks assets. The
Bank remained focused in all key areas of its operations
like capital adequacy, quality asset growth, reduction
of non performing assets and strong liquidity. Though
export dwindled in the second half of 2011, revenues
from key sectors such as RMG, textile in the rst half
of 2011 accelerated the growth of the Bank. The Bank
diversied its investment through project nance, SME,
Retail and manufacturing sectors.
Asset and Liability
Prime Bank continued to remain market leader in
asset and liability among the conventional private
commercial banks with the highest quantitative and
qualitative achievement in asset and liability. Deposit
of the Bank increased by Tk 35.25 billion during 2011
with an impressive growth rate of 28.29 percent. Loans
and advances, which are well diversied, have grown
by 20.12 percent during the year.
[ 32 ]
Managing Director & CEOs Round Up
Portfolio Management
The Bank has been judicious in mitigating risk through
a well diversied Loans & Advances portfolio. In its
pursuit of deposit collection, although, deposit rates
were swinging in the fast few months of 2011, the
Bank accurately predicted the stabilization of deposit
rate during Q3-Q4 of 2011. Hence, high cost of fund
was managed with adequate focus on no and low cost
fund. Thus, the Bank maintained sector wise optimum
exposure with due concentration on Corporate, SME
and Retail assets.
Foreign Trade Business
Foreign exchange risk has been rightly mitigated with
expansion of foreign Trade Business with 22 percent
growth during the year.
Low and No Cost Deposit Base
The Bank believes that large deposit base can accelerate
the economic pace of the country. However, in the
Banking Industry, the high cost deposit has increased.
Your Bank not only increased its deposit base but also
maintained low and no cost deposit that helped to keep
its cost of fund within a tolerable limit. In this regard, the
Banks Campaign and staff motivation increased our
low and no cost deposit base. Low and no cost deposit
grew from Tk 47.25 billion to Tk 52.81 billion in 2011,
indicating a growth of 11.77 percent. This success of
our major focus to grow low and no cost deposit has
been reected in our cost of deposit being restricted to
8.15 percent as at end December 2011.
Remittance and Exchange
In order to expand remittance business, PBL expanded
its correspondent network globally and at home. Prime
Bank subsidiary companies- PBL Exchange (UK) Ltd.
operating from its three Branches in London, Oldham
(Manchester) and Birmingham contributed signicantly
to the business. Its performance in Prime Exchange
Singapore was solid. PBL Finance (Hong Kong) Limited
started operation in September 2011 and also showing
signs of good operational results in 2012 and onwards.
Off-shore Banking Units
Offshore banking units performance was remarkable.
The three offshore banking units booked an operating
prot of Taka 119.50 million.
Awards
The awards and accolades have followed the Banks
growth throughout the year. Among the notable
international awards, Prime Bank Limited received
International Star for Leadership in Quality (ISLQ) Award
in the Gold category by the Business Initiative Directions
(BID) in Paris, France. For the third consecutive times,
the Bank has been awarded the prestigious South
Asian Federation of Accountants (SAFA) Award on the
basis of the evaluation of annual report. The Bank has
been also the proud winner of Institute of Chartered
Accountants of Bangladesh (ICAB) national award
for record seventh time and ICMAB (Institute of Cost
and Management Accountants of Bangladesh) Best
Corporate Award for 2nd consecutive time. The leading
economic weekly Industry has awarded your Bank
as the Best Rated Bank for 2010. All these awards
demonstrate the Banks transparency in its presented
accounts, strict adherence to regulations and disclosure
of corporate governance practices in the Banking Sector
of Bangladesh.
Organizational and Structure Change
Since the introduction of Cluster Management
(Mentorship) program, organizational dynamics has
matured as senior management in providing support
to business, operations, administration and other
issues to branches has been rewarding. The feedback
in quantitative as well as qualitative achievement
has been encouraging. In each operational area, the
emphasis has been on reduction of lead time in service
delivery both from head ofce and branch level with
magnied focus on maximizing the revenue of the Bank.
Cluster mentors continuously monitor the key business
performing indicators set by the head ofce.
Syndication and Structured Finance
Over the years credit exposure was focused on medium
to large commercial lending, international and domestic
trade nance. This has enhanced our core expertise in
these areas. The Syndication and Structured Finance
Department, managing a portfolio of Taka 12,566 million
was reorganized and is now called Structured Finance
Department.
Card Business and Alternate Delivery
Channels
Since Alternate Delivery Channel (ADC), was declared
as a separate business unit in 2010, Card business
and ADC made remarkable progress in terms of
protability, issuing, and acquiring business. A number
of merchant agreements were made to provide facilities
and discounts to customers, loyalty program named
Shop n Win for its credit cards customers, One-employee
one card campaign to accelerate the growth of credit
card business made mark with a signicant business
growth of 45 percent. Initiatives like SMS Alert &
E-Statement, ber optics connectivity, online collection
module, tele sales marketing, balance transfer facility,
dual card, MasterCard debit card, insta-buy offer were
implemented. GMON (fraud monitoring system) is in
place to ensure the quality of portfolio and safeguard
against risk of credit card fraud or unauthorized use.
Internet and SMS Banking were added to the range of
products. Other banks Master/VISA cards can now be
used in our ATMs.
Branch Expansion Program (BEP)
In 2011, to serve and facilitate the customers in availing
the banking services, the continuous expansion of
Automated Teller Machines was a top priority and
50 ATMs were added to the network. The Bank
strengthened its presence setting up Conventional as
well as SME/Agri Branch in strategic locations with
prospect of business and economic growth. A total of 8
branches and 3 SME branches were added to increase
Primes foothold all over the country. The Central Banks
policy directive in branch expansion program has been
adhered by maintaining the ratio of Urban and Rural
branches. According to the approval of Bangladesh
Bank in 2012 your bank is going to open 12 branches
considering the economic and business potential.
Islamic Banking
The Bank, side by side with Conventional Banking
also provides Islamic Banking products and guidelines
framed by the Islamic Shariah Board. Deposits and
investments of Islamic Banking Branches have shown a
continuous upward growth. Funds under Management
(assets and liabilities) of our ve Islamic Branches were
Taka 33,066 million.
Audits
Routine and surprise Risk Based Audits are being
conducted at Branches and Departments at Head
Ofce, to keep relevant and concerned alert at all times,
thereby ensuring a regime of compliance.
Basel-II
Complying with the Basel-II requirement, the Bank
maintained adequate capital by maintaining optimum
mix of Tier-I and Tier-II capital. Issuance of bonus shares
and retention of prot helped to maintain sufcient
Tier-I capital. Tier-II capital included Subordinated
Bonds amounting Tk 2,500 million. As a result, Credit,
Operational and Market Risk were under control
and adhered to the norms of the rst Pillar through
standardized approach.
Risk Management Unit
To strengthen the fulllment of Basel-II accord, the
Banks Risk Management Unit undertaken Stress Tests
as per Bangladesh Banks guidelines. The objective
of Stress Test is to assess the capacity of the Bank
to manage unanticipated crises and management
response to manage the crises.
Information Technology
Advancement in IT and the Banks nancial progress
forged to provide more quick and prompt service to its
valued customers. To achieve competitive advantage,
the Banks core Banking software, Temenos T24, an
European banking platform, was ne tuned to achieve
further efciency in its operations. ADC and IT signed
agreement to launch for the rst time in Bangladesh,
biometric smart card money transfer service to build the
nancial services infrastructure to increase the reach
of nancial services to the unbanked in urban and
rural areas. This biometric smart card money transfer
service will allow mass people to deposit, withdraw and
transfer their money electronically through Prime Bank
and DGePay authorized agents. The RemitFast, a
remittance package developed by the in-house experts
is used in our branches of PBL Exchange (UK) Limited,
Phone Banking, SMS Banking and Centralized Asset
Management System are used in all Branches including
Head Ofce. The IT team facilitated branch networking,
SMS banking and internet banking to reduce the cost
of operation of the Bank. The division has developed
Centralized Fixed Asset Management System to
manage the xed assets of the bank.
Human Resources
The Bank acts on the conviction that Human resource is
the most valuable asset for the Bank. It is our continuous
endeavor to create an organization of mutual trust,
establish an open and enabling environment where
our people can work with self respect, dignity and
freedom of speech. We believe that our investment in
Human resource development is key to sustainable
growth. In this regard 2011 has been considered as
a year of Employee Excellence with signicant raise
in the salary, benet for the employees. The Bank has
launched comprehensive plans to hire, develop and
retain its human resource base with the right level
of skills and talent to meet current and future needs.
[ 34 ]
Salary scales were reviewed and 259 employees were
recruited. A total of 1,685 employees attended different
training programs, seminars and workshops at home
and abroad.
Corporate Social Responsibility
Your Bank is at the forefront of adhering to the principle
of giving back to the society. Throughout the year,
the undertaken corporate social activities of the Bank
proved its responsibility towards all sections of society.
The contribution was focused in a number of areas
with special emphasis on Support to the Community,
Contribution to National Exchequer, Education, Health,
Games and Sports, Arts and Culture etc. Besides, the
Bank supports environmental issues of project loans in
the process of complying Green Banking policy of the
Central Bank. The Bank donated Tk 271.90 million to
Prime Bank Foundation for carrying out CSR activities.
Global Forecast
The global economic turmoil especially in Greece,
Ireland, Portugal, Italy of Europe may continue. The US
economy is showing a little sign of recovery. The recent
uprising in Libya, Syria backed by Arab Spring in Middle
East countries may hinder the remittance inow of the
country. Most Asian economies will surge ahead where
growth will be based on expansion over an existing
solid platform and not on economic rebound. These
indicate the resilience of global economic activity and a
shift from the gloomy outlook of 2010. For Bangladesh
the outlook in 2011, is one of encouraging growth, lower
forecast for ination, and a drop in current account
surplus. Availability of credit for productive purposes
and continued scal stimulus will bolster growth.
Expected Economic Performance
To boost growth prospects, power and gas shortages
need to be eliminated, reforms accelerated and political
stability ensured. The impact of the rising trend in global
oil and commodity prices, slower growth in workers
remittances, achieving a strong domestic demand,
containing ination and volatility of the share market will
be challenges for 2012.

Performance of agriculture, services and exports sectors
will be vibrant. Government spending in infrastructure
and developmental works, credit expansion should be
well balanced to avert inationary pressures. Policy
support and incentives need to be directed towards the
productive sectors, agriculture and the rural economy.
Strategically the Bank has taken the right move in the right
time to grab the opportunities that came along the way.
At home, branches were opened at strategic locations
across Bangladesh and agreement and exchange
houses are set to mobilize remittance and foreign
transactions. Separate bill collection booth for gearing
up micro level marketing efforts has gained momentum.
Priority has been xed on thrust sectors and unbanked
areas for nancial inclusion of customers. Integration of
IT, potential initiatives from Branch, innovative ideas to
reduce bottleneck, restructuring the division/unit/cell to
expedite the work ow gained momentum.
Prime Bank will always be the customers Bank as its
core emphasis is in meeting the customer needs by
redesigning its products, services and strategies. The
persistence debt crisis, devaluation of BDT, liquidity
crisis will shadow the Banking industry, however, your
Bank will always see the silver lining with adhering to the
fundamental principles and truly building a Relationship
Bank.
Md. Ehsan Khasru
Managing Director & CEO
Directors Report
on Financial Statements and Internal Control
The Directors are required to present the Annual
Report together with Directors Report and the Financial
Statements in accordance with Bangladesh Accounting
Standards (BAS) and Bangladesh Financial Reporting
Standards (BFRS), the Bank Companies Act 1991,
the rules and regulations issued by Bangladesh Bank,
the Companies Act 1994, Securities and Exchange
Commission (SEC) Rules 1987, the Listing Rules of Dhaka
Stock Exchange Limited and Chittagong Stock Exchange
Limited and other applicable laws and regulations.
The nancial statements are required by law and
International Accounting Standards as adopted by ICAB
to present fairly the nancial position of the Company
and the performance for the period. In preparing the
nancial statements, the followings are to be done:
Select suitable accounting policies and then apply
them consistently;
Make judgments and estimates that are reasonable
and prudent;
Ensure that the nancial statements have been
prepared in accordance with International
Accounting Standards adopted by ICAB;
Prepare the nancial statements on going concern
basis unless it is appropriate to presume that the
company will not continue in business.
Proper accounting records should be kept that disclose
with reasonable accuracy at any time the nancial
position of the Company and enable them to ensure
that its nancial statements comply with Companies Act
1994 and Bank Company Act 1991.
In compliance with the requirements of the SECs
Notication dated 20th February 2006, the Directors are
also required to declare certain matters in their report
which inter alia includes as under:
The nancial statements prepared by the
management of the issuer company present fairly
its state of affairs, the result of its operations, cash
ows and changes in equity;
Proper books of account of the issuer company
have been maintained;
Appropriate accounting policies have been
consistently applied in preparation of the nancial
statements and the accounting estimates are based
on reasonable and prudent judgment;
International Accounting Standards and International
Financial Reporting Standards as applicable in
Bangladesh, have been followed in preparation of
nancial statements with appropriate disclosures;
The system of internal control is sound in design and
has been effectively implemented and monitored;
There are no signicant doubts upon the issuer
companys ability to continue as a going concern. If
the issuer company is not considered to be a going
concern, the fact along with reasons there should
be disclosed;
Signicant deviations from last year in operating
results of the issuer company should be highlighted
and reasons thereof should be explained;
Key operating and nancial data of at least preceding
three years should be summarized;
If the issuer company has not declared dividend
(Cash or Stock) for the year, the reason thereof
should be given.
The Directors conrm that Annual Report together with
the Directors Report and the Financial Statements
have been prepared in compliance with Bangladesh
Accounting Standards (BAS) and Bangladesh Financial
Reporting Standards (BFRS), the Bank Companies Act
1991, the rules and regulations issued by Bangladesh
Bank, the Companies Act 1994, Securities and Exchange
Commission (SEC) Rules 1987, the Listing Rules of Dhaka
Stock Exchange Limited and Chittagong Stock Exchange
Limited and other applicable laws and regulations.
Meetings
The Board meets regularly to review policies, procedures,
risk management and business plan of the Bank and
appoints CEO and Senior Management etc. During the
year 2011, 17 meetings of the Board were held.
This report should be read in conjunction with Auditors
Report to the Shareholders of Prime Bank Limited.

Other compliances of SEC Notication No. SEC/
CMRRCD/ 2006-158/Admin/02-08 dated 20th February
2006 are given in Annexure I, II & III.
On behalf of the Board of Directors
Chairman
[ 36 ]
Report of the
Audit Committee- 2011
In compliance with the guidelines of Bank Companies
Act & SEC directives, the Audit Committee of the
Board of Prime Bank Limited has been functioning as
the watch dog on behalf of the Board of Directors. As
usual, it carries out oversight responsibilities in terms
of implementation and compliance of different policies
formulated by the Board.
Banking Regulation & Policy Department of Bangladesh
Bank through circular enabled banks to form Audit
Committees comprising of maximum ve (05) members.
As a result, Board of Directors through a Board resolution
responded the circular and formed the committee with
the following members:
1) Prof. Ainun Nishat : Chairman
2) Mr. Mohammad Aminul Haque : Member
3) Mr.Khandker Mohammad Khaled : Member
4) Mr.Mohammad Abdul Khaleque : Member
5) Prof. Mohammed Aslam Bhuiyan :Member
(Independent Director)
As per SEC Guidelines, Prof. Mohammed Aslam
Bhuiyan, an Independent Director of the Board is a
Member of the Audit Committee. To avoid conict of
interest and as a part of good Corporate Governance,
the Members of the Audit Committee are excluded from
the Executive Committee of the Board.
As per regulatory guidelines, Company Secretary
serves the committee as Secretary. Besides, senior
Management attends the meeting at the invitation of
the committee.
With the increase in the number of Audit Committee
members, the committee has grown stronger and in a
position to fulll the objective with effectiveness within
the laid down Terms of References (TORs).
Audit Committee had held seven (07) Meetings during
the year 2011. The Committee met the Internal Audit
Team, members of Financial Administration, Legal and
Internal Control & Compliance Divisions of the Bank.
The Committee also had meeting with the External
Auditors to discuss their ndings and to work out ways
to resolve their observations.
During the year under review the Committee among
others, focused on the following activities:
Internal Auditing Plan for the year 2011.
Review of Draft Financial Statements
and after discussing with the External
Auditors, recommending it to the Board for
consideration.
Review on the Management Letter issued
by the External Auditors, its response by the
Management and corrective measures taken
by the Bank to avoid recurrence of the lapses.
Review of Half Yearly Financial Report of
the Bank and recommending it along with
its inputs for submission to the shareholders
under statutory requirement.
Submission of Compliance Report & Minutes
to the Board along with its decisions/ for
information and concurrence of the Board on
quarterly basis.
Recommending setting up a Compliance
Cell under Board Secretariat for reporting
Compliance Status of EC & Board decisions.
Recommending strengthening of the Audit and
Inspection Division and Board Audit Cell in
terms of Logistics and Manpower to increase
their efciency and capacity.
The Committee also undertook the followings:
Made special review on the status of IT Training,
specically on T-24 Software applications and
security options to make it further foolproof
against any misuse.
Ensuring implementation of Compliance
reports against Board and Executive
Committee Meeting observations.
Special emphasis on the performance & status
of SME & Agri. loans.
Auditing of various Divisions of Head Ofce.
Scrutinizing and recommending appointment
of External Auditors of the Bank considering
banks suitability & global acceptability.
The Audit Committee reviewed and examined the
Annual Financial Statements, 2011 prepared by the
Management and audited by External Auditors M/S.
Howlader Yunus & Co. and M/S. Hoda Vasi Chowdhury
& Co and recommended it for the consideration of the
Board.
The Audit Committee expresses its sincere thanks
to the Members of the Board, Management and the
Auditors for extending excellent support in carrying
out the duties and responsibilities of the committee
satisfactorily during the year 2011.
Prof. Ainun Nishat
Chairman, Audit Committee
Bismillahir Rahmanir Rahim.
All praises are for Allah Subhanahu-wa-tayala. He is
the One and Second to none.
Salat and Salam are on Hazrat Muhammad (peace
be upon him) who is the best Prophet and the last
messenger of Allah.
In the year 2011, Shariah Council of Prime Bank Limited
was renamed as Prime Bank Shariah Supervisory
Committee following Bangladesh Bank guidelines for
Islamic banking and during the year, three meetings
of the Committee was held where different operational
issues including those referred to by the Board of
Directors and the Management of the Bank were
reviewed by the Committee and provided necessary
guidelines and counseling. Respected members of the
Committee also addressed Ifter Mahls arranged by the
Islamic banking branches of the Bank and held formal
and informal discussions on Shariah issues that inspired
all concerned for compliance of Shariah. Apart from
this, the Muraqibs audited all Islamic banking branches
during the year 2011 and submitted reports thereon.
Based on the report, some branches were advised to
improve their standard of Shariah compliance in certain
areas.
The Prime Bank Shariah Supervisory Committee after
reviewing Shariah audit reports has opined as under:
a) It has been observed from the reports of the
Muraquibs that desk level violation in investment
deals have been decreased signicantly. Most
of the Shariah violations occur due to software
problem.
b) It has also been observed that awareness about the
compliance of Shariah has been increased during
the year under report among the ofcials related to
investment and also among the investment clients
as compared to the previous year.
c) To ensure compliance of Shariah as per expected
standard, the decision of Shariah Supervisory
Committee to install Islamic banking software at the
Islamic banking branches was not implemented in
entirety.
d) It has been also observed that effectiveness of
Shariah audit conducted by the Muraqibs have
been increased in Shariah compliance among the
branch ofcials.
The following suggestions have been given by the
Prime Bank Shariah Supervisory Committee:
1) Installation of suitable Islamic Banking software in
Islamic Banking Branches as early as possible.
2) Final Prot of Mudaraba depositors to be calculated
and posted before the rst quarter of the year.
3) The training of manpower of the Bank on Shariah
principles, at all tiers of Islamic banking should be
strengthened further.
4) To engage manpower having sufcient knowledge
and training on Islamic Shariah at all the Islamic
banking branches to ensure proper buying and
selling in the investment operations.
5) The ofcers should be more cautious in
implementation of Shariah principles in buying and
selling of goods while making investment. Besides,
manual prepared for Islamic banking should be
strictly followed.
May Allah give us Tauque to achieve His satisfaction
through implementation of Shariah in every sphere of
life.
Ameen.
Report of Prime Bank
Shariah Supervisory Committee Year 2011
Nasiruddin Ahmed Prof. Maolana Mohammad Salahuddin
Member Secretary Chairman
[ 38 ]
Corporate
Governance
Fairness, Transparency, Accountability and
Responsibility are the minimum standard of acceptable
corporate behavior today. At PBL corporate governance
means increasing the shareholders value by being
efcient, transparent, professional and accountable to
the organization, society and the environment.
Board of Directors
The number of Board member is 21 as per Bangladesh
Banks guideline. Out of the 21 members one member
is an Independent Director and two members are from
the Depositors. Thus the bank has also complied with
the Securities and Exchange Commissions corporate
governance guidelines. Board members include
persons of high caliber, with academic and professional
qualication in the eld of business and professionals.
This gives strength for effective discharge of duties and
responsibilities by the Board. The Board approves the
banks budget and business plan and reviews those on
monthly basis so as to give directions as per changing
economic and market environment. The Board reviews
the policies and manuals of the various segments
of businesses in order to establish effective risk
management in credit and other key areas of operations.
The Board and the Executive Committee reviews the
policies and guidelines issued by Bangladesh Bank
regarding credit and other operations of the banking
industry. The management operates within the policies,
manuals and limits approved by the Board. Regular
meeting of the Board is held, at least once in a month.
Executive Committee
As approved by Bangladesh Bank, the Board has
Executive Committee. The number of members of the
Executive Committee is 7. The Executive Committee
reviews the policies and guidelines issued by
Bangladesh Bank regarding credit and other operations
of the banking industry. It ensures the implementation
of the policies and guidelines through the management.
The Executive Committee of the Board approves the
credit proposals as per approved policy of the Board.
The management ensures due diligence of the credit
policy and risk management at the time of submitting
the credit proposals.
Audit Committee
The Audit Committee examines the status of
implementation of banks policies and manuals,
Bangladesh Banks guidelines. The Audit Cell of
the Board and the Internal Audit team of the bank
undertake various special audits as per advice of
the Audit Committee. Audit Committee meets with
the external auditors to discuss audit plan, the risk
management processes of the bank. They also discuss
the preparation of the nancial statements of the bank
as per Bangladesh Accounting Standards (BAS) and
International Accounting Standards (IAS).
Besides, the bank is consistently following the under
mentioned governance principles:
The bank attaches high priority on timely
submission of the statutory reports i.e. Half-yearly
Statement of Accounts and Annual Accounts
in details enabling the existing and potential
shareholders to make a fair assessment on the
banks overall performance. In order to give more
insight to our shareholders, number of disclosures
in the Annual Report are made regarding risk
management, capital adequacy, corporate
governance etc. of the bank.
The bank also strictly adheres to regulatory requirements
of submission of nancial statements in time. The
nancial statements are published in two national dailies
and given in website of the bank www.primebank.com.
bd;
The Board continues to ensure strict compliance
of rules and regulations of the Securities and
Exchange Commission and Bangladesh Bank;
The members of the Board are always encouraged
to attend the seminar and symposium regarding
corporate governance and corporate social
responsibility;
The Board encourages active participation of the
shareholders in the Annual General Meeting and
Extra Ordinary General Meeting. The suggestions
of the shareholders are given due recognition.
The Securities and Exchange Commission issued a
Corporate Governance Guidelines (Notication dated
20th February 2006) for the companies listed with Stock
Exchanges. The compliance of the guideline is attached
at Annexure I, II and III of the report. Bangladesh Bank
also issued a guideline for Corporate Governance in
Bank Management (BRPD circular no. 16 dated 24th
July 2003), the compliance of which is attached at
Annexure-IV.
Benet provided to Directors and Managing
Director
As per Bangladesh Bank BRPD Circular no. 09 dated
19th September 1996, banks in Bangladesh can provide
only the following facilities to the Directors:
The Chairman of the Board of Directors may
be provided car, telephone, ofce chamber and
private secretary;
In addition to the above, Directors are entitled to
fees and other benets for attending the Board,
EC, Audit Committee and Shariah supervisory
committee meetings (notes to accounts 32);
Managing Director is paid salaries and allowances
as per approval of the Board and Bangladesh
Bank (notes to accounts 31).
The bank has fully complied with Bangladesh Bank
Circular and Instruction.
Retirement and Re-election of Directors
As per Companies Act 1994 and Articles of Association
of the bank, following Directors will retire in the 17th
Annual General Meeting and they are eligible for re-
election:
Mr. Md. Shirajul Islam Mollah
Mr. Nas Sikder
Mrs. Firoja Amin
East Coast Shipping Lines Limited
Prof. Mohammed Aslam Bhuiyan
Prof. Ainun Nishat
Mr. Manzur Murshed
Delegation of power
The Board has delegated appropriate nance and
business power to the management as per guidelines
of Bangladesh Bank. In order to have proper functioning
and quick disposal of credit proposal, the Board has
delegated authority to the Executive Committee of the
Board to approve proposals within certain limit. The
delegation has supported the operation in positive
manner.
Prime Bank Shariah Supervisory Committee
In the year 2011, Shariah Council of PBL was renamed
as Prime Bank Shariah Supervisory Committee as
per Bangladesh Bank guidelines for Islamic banking.
Operations of Islamic banking branches of PBL are
supervised by Prime Bank Shariah Supervisory
Committee, comprising of a pool of Shariah experts
and renowned economists of the country. The
basic functions of Prime Bank Shariah Supervisory
Committee are to offer views on matters related to
Islamic banking branches of the bank from time to time
and to assist the Board of Directors by advising them
on matters relating to Shariah. Their recommendation
on Shariah Principles is strictly respected by the Board
to run Islamic banking operations of the bank. During
the year 2011, three meeting of the Committee were
held. Apart from this, the Muraqibs audited all Islamic
branches during the year and submitted reports to the
Committee.
Management
The management team of PBL is headed by the
Managing Director, Mr. Md. Ehsan Khasru who
joined Prime Bank on 15
th
September, 2011. Several
management committees have been formed to handle
the banking operation and identify and manage risk. The
committees are MANCOM, ALCO, MRS Committee.
Managing Director leads the two most important
Committees, MANCOM and ALCO. As per Bangladesh
Banks instruction, Basel-II Implementation Committee
has been formed which is responsible for proper
implementation of Basel-II capital adequacy guidelines
in the bank.
Achievement of Business targets in 2011
Performance of the bank for the year 2011 was good
considering the prevailing market challenges as well as
the global economic turmoil. The performance of the
bank against targets is as below:
Taka in billion
Particulars
Budget
2011
Actual
2011
Budget
Achievement
(%)
Operating Prot
(Before various
provisions)
8.00 8.15 102
Deposit 154.00 159.84 104
Advance 127.00 135.38 107
Import 184.00 174.38 95
Export 127.00 133.40 105
Inward Remittance
(Foreign)
35.00 36.89 105
Guarantee 38.00 27.84 73
Awards and Recognition
01. SAFA Award for the Best Presented Accounts
and Corporate Disclosures in Banking Sector
2010 - 1st prize.
02. ICAB National Award for the best published
Accounts and Reports 2010 - 1
st
prize
03. ICMAB Best Corporate Award 2010-1st prize
04. International Star for Leader in Quality (ISLQ)
Award, France
05. SAFA Best Presented Accounts Award - 2009
overall winner
Joint Winner Banking Financial Sector
07. SAFA Best Presented Accounts and
Corporate Governance Disclosures Award
2009 - winner (Banking Sector)
08. ICMAB Best Corporate Performance Award
2008 - 1
st
Position (Jointly)
01
06
04
07
05
08
02 03
[ 40 ]
ANNUAL REPORT I 2011
Bronze Award (Banking Sector)
10. SAFA Best Presented Accounts Award -
3
rd
Position
11. FNS Award - 2005, Best Performing Local Bank
12. ICAB National Awards - 2004 for Best
Published Accounts and Reports - 1
st
Prize,
Financial Sector (Banking)
13. ICAB National Awards - 2003 for Best
Published Accounts and Reports - 2
nd
Prize
14. 9
th
ICAB National Awards for Best Published
Accounts and Reports 2008 1st prize
15. 10th ICAB National Award for Best Published
Accounts and Reports 2009 1st prize
(Banking Sector)
16. 10
th
ICAB National Awards for Best Published
Accounts and Reports 2009 Winner (Private
Sector)
Corporate Governance Disclosure Awards
09
12
14
10 11
13
15 16
[ 41 ]
[ 42 ]
Risk Management
PBL has a comprehensive risk management policy
details of which are given in Risk Management chapter
in this Annual Report.
Regulation and Supervision
The bank is governed by Bangladesh Banks rules and
regulation on various issues of banking operation. The
Bank Company Act 1991 and various circulars issued by
Bangladesh Bank are the basis of supervision. Various
requirements and controls are imposed covering inter-
alia capital adequacy, depositors protection, risk
management, market and liquidity, anti money laundering
compliance, prudential guidelines on lending, reporting
standard. They also undertake comprehensive and
special audit of the bank. Bangladesh Bank regularly
meets with senior executives of the bank, discusses
issues regarding adherence to the standards and
guidelines by the bank.
Banks Exchange Houses and PBL Finance (Hong
Kong) Limited are governed by the rules and regulation
of the respective monetary authorities.
Audit by Central Bank
Bangladesh Bank conducted comprehensive inspection
of Head Ofce and branches of the bank during 2011.
They have also audited our Treasury Operation and
IT Risk Management processes. They have also
exchanged views with our banks external auditors
regarding the various processes of audit. The reports
are reviewed by the Board and its Audit Committee.
The bank gives utmost importance to the inspection
report and corrective actions are taken regarding the
inadequacies or lapses mentioned in the report.
Audit by the External Auditors
External auditors also audited 20 branches and Head
Ofce so as to cover minimum 80 percent of the risk
assets. They have also discussed with the management
and Audit Committee of the Board on various issues
including internal control and compliance. Suggestions
of the auditors are given due consideration and are
implemented by the management. The reports of the
auditors are also discussed in the Board.
Internal Control and Compliance
With the advent of globalization vis--vis technological
changes, banking has become more and more
diversied. As the banking function entails high risk,
effective internal control system, good corporate
governance, transparency and accountability have
become more important for banking sector worldwide.
Internal control system identies the risk inherent in
the process, adopts mitigation measures and ensures
compliance thereof.
As per guidelines issued by Bangladesh Bank, PBL
established an organizational structure which allows
segregation of duties among key functional units.
Internal control and compliance division of PBL has
been reconstructed into 03 (three) units, i.e., (i) Internal
audit and inspection unit, (ii) Central compliance unit,
and (iii) Monitoring unit.
Historically, the internal audit system in banks has been
concentrating on transaction testing, testing of accuracy
and reliability of accounting records and nancial
reports, integrity, timeliness of control reports and
adherence to legal and regulatory requirements. PBL
also undertakes cash verication of the branches from
time to time in order to check any fraud and forgery in
respect of cash transactions. The bank also undertakes
surprise inspection of smaller branches on sample basis
having low volume of business.
However, in the changed scenario, such testing by itself
would not be sufcient. There is a need for widening as
well as redirecting the scope of internal audit to evaluate
the adequacy and effectiveness of risk management
procedures and internal control system in the banks.
To achieve these objectives PBL is gradually moving
towards risk based internal audit to evaluate the risk
management system and control procedures prevailing
in various areas of its operation. PBL introduced risk
based internal audit in 2006 and continues the same
with necessary improvements when felt necessary. In
risk based audit the audit team evaluates the level of
inherent risk of individual borrower as well as the level
of a particular branch on the basis of a risk matrix.
Internal Audit & Inspection
To reduce the operational risks of the bank, PBL
conducts regular audit/inspection on the business affairs
of the bank based on different manuals, instructions,
rules and procedures laid down by Bangladesh
Bank and other regulatory authorities from time to
time. Audit also veries the implementation status of
various instructions given by the Board of Directors,
the Executive Committee of the Board and the Audit
Committee of the Board.
General Objectives of audit and inspection are:
To nd out whether the books of accounts
and nancial statements are properly drawn in
accordance with the Bank Company Act 1991 and
IAS and BAS;
To detect and prevent error and lapses;
To detect and prevent fraud and forgeries;
To detect weaknesses of the operational
procedures.
Specic objectives of audit and inspection
are:
To ensure that operations of the bank are conducted
within the framework of principles, procedures
and instructions laid down in different operations
manuals / circulars;
To keep the bank, their personnel and their
customers free from risk as far as possible;
To provide proper guidance to the human resources
of the bank to perform their duties well;
To provide guidance to the personnel of the bank on
the basis of common errors and lapses committed
by them in day to day operations;
To suggest adoption of effective policies to cope up
with the various situations and efcient business
operations;
To provide the Board and the management with
detailed information regarding business affairs of
the bank to enable the management to chalk out
future course of business plan;
To provide the Board and the management with
the information whether there is any deviation from
the set principles, policies and objectives.
Following types of audit & inspections are undertaken
by the Audit & Inspection Division and Audit Cell of the
Board:
Comprehensive Audit
Risk Based Internal Audit
Special Audit / Inspections
A) Audit and inspection division undertook following
audit and inspections of the bank during 2011:
SL Nature of Audit and
Inspection
Audit & Inspection
conducted
2011 2010
1 Comprehensive inspection of
divisions of Head Ofce
8 4
2 Surprise cash verication of
branches
15 38
3 Investigation and / special
inspection of branches
30 12
4 Surprise inspection of
branches
52 34
5 Comprehensive risk based
internal audit of branches
60 51
6 Inspection of overseas Prime
Exchange Houses
01 -
B) Audit Cell of the Board undertook following Audit and
Inspections of the bank during 2011:
SL Nature of Audit and
Inspection
Audit & Inspection
conducted
2011 2010
1 Audit on compliance of the
decisions of the Board, the
Executive Committee and the
Audit Committee
8 times 8 times
2 Review of the business
performance of the branches
and cash verication
33 20
3 Review of Large Loans over
Tk 50 million
33
branches
20
branches
4 Special inspection 1 3
Central Compliance Unit
Bangladesh Bank BRPD Circular no. 17 dated October
07, 2003 advised the scheduled commercial banks
operating in the country to put in place effective risk
management system which includes money laundering
and terrorism nancing activities, among others.
Since money laundering, a criminal act recognized
all over the world, has very severe consequence in
the economy and security of the society, PBL has
formulated Anti Money Laundering Guidelines having
senior management commitments. The management
has evolved such culture for the bank so that all the
employees strictly adhere to each and every provision of
Money laundering Prevention Act 2009. All employees
of the bank irrespective of the position they hold, are
accountable to the top management and regulatory
[ 44 ]
body for their activities which might directly or indirectly
relate to money laundering.
Activities of Central Compliance Unit of ICCD regarding
anti-money laundering during the year 2011 include:
Reconstitution of Central Compliance Unit
(CCU) to review the AML activities of the
bank;
A message have been sent from the desk of
the Managing Director to all employee of the
bank for ensuring compliance in AML issues;
Submission of report to the Managing Director
on quarterly basis regarding AML activities;
Use of uniform Account Opening Form as
prescribed by Bangladesh bank;
Declaration of Transaction Prole of all account
holders on compulsory basis;
Reporting of CTR on regular basis;
Reporting of STR to Bangladesh Bank as and
when felt necessary;
Reporting of Unusual Transaction to Central
Task-Force on regular basis;
Collection and review of Self Assessment
Report and Quarterly Operation Report from
the branches and take corrective measures
when needed;
Solution of the problems/issues as and
when received from Anti-Money Laundering
Department of Bangladesh Bank,
Compliance of Bangladesh bank requirements
from time to time and attending the meeting
arranged by FATF of Anti Money Laundering
Department of Bangladesh Bank;
Arranging four training programs in Bogra,
Chittagong, Sylhet and Dhaka on prevention
of money laundering and terrorist nancing
attended by 140 participants;
Completion of AML inspection on 77 branches
by internal audit and inspection teams to
nd out the lapses in anti money laundering
issues;
Surprise visit conducted on 30 branches
to detect and rectify the weakness in AML
activities and to build up awareness among
the employees;
Follow-up and monitoring of audit report
(related to anti-money laundering) as and
when received from banks Internal Audit and
Inspection Department and External Auditors
of the bank;
Conducting warm-up session round the
year for updating the knowledge of the new
amendment of existing circulars on AML.
IT Audit and Security
Information system is the lifeblood of any large business.
Computer systems do not merely record business
transactions, but actually drive the key business
processes of the enterprise. In such a scenario,
senior management and business managers do have
concerns about information systems. Primary concern
is Information security.
Information Security protects information from a wide
range of threats in order to ensure business continuity,
minimize business damage, and maximize return on
investment. Information security system is built on the
following needs:
Availability: The system should be able to
provide accurate data and information in time
and whenever required. The system should
be protected against all type of losses and
disasters;
Condentiality: To maintain adequate control
on the users and uses of the data to maintain
secrecy;
Integrity: Information provided by the system
should be always accurate, reliable and
timely. There should be check and balances
for stopping any unauthorized modication to
the data or software.
Information Systems audit is a part of the overall
audit process, which is one of the facilitators for good
corporate governance. IT audit is basically the process
of collecting and evaluating evidence to determine
whether a computer system safeguards assets,
maintains data integrity, achieves organizational goals
effectively and consumes resources efciently.
PBL is fully dependent on information technology for
its smooth operation and to provide customer services.
Information and information system controls in an IT
driven environment suffer from signicant inherent risks
such as data loss, corruption of data, risk of unauthorized
access to and modication to data in electronic form,
risk of logical access to instruction sets, data les and
critical system settings etc.
To comply with the ICT Guideline of Bangladesh Bank
and to ensure the smooth operation of business, an
independent IT Audit & Security department was
formed. The main aim of the department is to identify
the inherent risks and vulnerabilities associated with the
use of IT, its operation and operation of core banking
system Temenos T24, controls implemented to mitigate
the risks and provide recommendations for improvement
in controls hence reducing risks.
Internal IT Audit provides an objective means of
reviewing the risks faced by the bank in relation to use
of information technology and assess whether they are
being controlled / mitigated in an effective and efcient
manner; provide an assessment of the banks IT control
against Guideline on ICT for Scheduled Banks and
Financial Institutions of Bangladesh Bank.
The second crucial task of the department is to make
aware of all level of users (executives and ofcers)
of the bank at branch & Head Ofce about IT and IT
Securities, its risks and vulnerabilities and controls to
mitigate / minimize the risks. In this perspective, IT
Audit department conducted a number of workshops on
IT Security and its risk to share knowledge and create
awareness among all level of users of the bank. To make
it familiar to all, a session on this topic is being included
in all type of training courses. During the year 2011,
the department conducted a special workshop for head
of branches and operation managers. Moreover, three
workshops were conducted for the operation manager
of the branches. This kind of workshop will be continued
for all head of branches and operation managers.
During the year 2011, the department carried out audit
on 96 branches, 15 SME branches and 4 divisions of
Head Ofce.
Following key areas are being covered under IT Audit:
IT management
Implementation of security policy
Physical security and environmental control
Access control
Password compromising
Network security
Systems continuity
Application system T24 (thorough checking
of total operation of the banking system, i.e.,
general banking, credit and foreign trade).
Ratings
PBL was rated by Credit Rating Information and
Services Limited (CRISL). The summary of their ratings
is given below:
CRISL Rating
Long Term Short Term
Surveillance Rating-2010 AA+ ST-1
Surveillance Rating-2009 AA+ ST-1
Outlook Stable
Date of Declaration of Rating May 30, 2011
CRISL reafrmed the long term rating of PBL to AA+
(pronounced as double A plus) and short term rating to
ST-1 based on consolidated nancials up to December
31, 2010 and other relevant qualitative and quantitative
information up to the date of rating. While assigning
the rating CRISL viewed the ongoing fundamentals of
PBL such as good nancial performance and operating
efciency, satisfactory asset quality, good capital
base, good market share, diversied business lines,
considerable increase of non-funded business, sound
IT infrastructure, experienced management team etc.
However, the above factors are moderated, to some
extent, by high loan growth to deposit, moderate
nancial performance of exchange house operations,
dependence on xed deposits etc.
Banks rated in long term in this category are adjudged
to be of high quality, offer higher safety and have high
credit quality. This level of rating indicates a banking
entity with a sound credit prole and without signicant
problems. Risks are modest and may vary slightly from
time to time because of economic conditions. The
short term rating indicates highest certainty of timely
payment. Short term liquidity including internal fund
generation is very strong and access to alternative
sources of fund is outstanding. Safety is almost like risk
free Government short term obligations. CRISL also
foresees no signicant change / volatility in its operation
in near future and placed the bank with Stable Outlook
for the next one year.
Awards & Recognition
Since its inception in 1995, PBL is delivering banking
services with a view to be recognized as the best Private
Commercial Bank in Bangladesh in terms of efciency,
capital adequacy, asset quality, sound management
and protability having strong liquidity. PBL is recipient
of 1st prize under ICAB National Award 2011 for its
published account for the year 2010 in the banking sub-
sector under the nancial sector. It is also a great honor
of professionalism and reputation for PBL to receive the
award consecutively for seven years. For the third time
in a row, PBL received First Position by SAFA in 2011
for its published reports of 2010. PBL also received First
Position in ICMAB Best Corporate Award in 2011. The
bank also achieved International Star for Leadership
in Quality (ISLQ) Award in the Gold category on the
basis of ISLQ Regulations and criteria of the QC100
Total Quality Management Model by B.I.D. (Business
Initiative Directions) during the International Quality
Convention held in Paris on 11th April 2011. It testies
compliance by the bank with Bangladesh Accounting
Standards and International Accounting Standards and
that adequate information are given for the investors
and shareholders to make prudent judgment.

Corporate Sustainability
There is increasing recognition by the corporate bodies
that Corporate Social Responsibility (CSR) can be a key
differential element and means for achieving greater
business value in this competitive world. Corporate
sustainability means delivering sustainable prot growth
for the long-term benets of our shareholders, building
sustainable customer relationships and demonstrating
to stakeholders that our business contributes to the
environment, social and economic well being of the
world at large. Details of CSR activities of PBL are
given in the Sustainability Report and Prime Bank
Foundation chapters in this Annual Report.
[ 46 ]
Compliance Report on SECs Notication
The Securities and Exchange Commission (SEC) requires all listed companies to report on the compliance of the
conditions described in SECs notication dated 20 February 2006 on Comply or Explain basis. The Board of
Directors of the Company has taken appropriate steps to comply with the conditions as detailed in Annexure I, II
& III below:
Annexure I
Number of Board Meetings and attendance of Directors:
Sl No. Name Position Meeting held Attended
01. Mr. Md. Shirajul Islam Mollah Chairman 17 16
02. Mr. M.A. Khaleque Vice Chairman 17 11
03. Mrs. Razia Rahman Vice Chairperson 17 04
04. Mr. Azam J Chowdhury Director 17 14
05. Capt. Imam Anwar Hossain Director 17 06
06. Mr. Mohammad Aminul Haque Director 17 14
07. Mr. K.M. Khaled Director 17 11
08. Quazi Sirazul Islam Director 17 15
09. Qazi Saleemul Huq Director 17 10
10.
Mr. Muhammad Abdul Wahhab
(appointed on 30-07-2011)
Director 06 06
11. Mr. Maz Ahmed Bhuiyan Director 17 17
12. Mrs. Shahnaz Quashem Director 17 14
13. Mrs. Hasina Khan Director 17 09
14.
Mrs. Firoja Amin
Director 08 08
15. Ms. Saheda Pervin Trisha Director 17 12
16. Mr. Nas Sikder Director 10 04
17.
Mr. Tanjil Chowdhury
Director
10 09
18. Prof. Ainun Nishat Director 17 08
19. Prof. Mohammed Aslam Bhuiyan Independent Director 17 16
20. Mr. Manzur Murshed Director 17 17
21.
Mr. Md. Ehsan Khasru
Managing Director 05 05
Annexure-II
The pattern of Shareholding along with name wise details of:
i) Parent/Subsidiary/Associated Companies and other related parties: Nil
ii) Shareholding of Directors:
Sl No. Name Designation
% of shares as on
31.12.2011
01. Mr. Md. Shirajul Islam Mollah Chairman 1.24
02. Mr. M.A. Khaleque Vice Chairman 2.12
03. Mrs. Razia Rahman Vice Chairperson 0.83
04. Mr. Azam J Chowdhury Director 0.25
05. Capt. Imam Anwar Hossain Director 1.02
06. Mr. Mohammad Aminul Haque Director 2.40
07. Mr. K.M. Khaled Director 2.78
08. Quazi Sirazul Islam Director 1.59
09. Qazi Saleemul Huq Director 0.28
10. Mr. Muhammad Abdul Wahhab Director 1.05
11. Mr. Maz Ahmed Bhuiyan Director 1.30
12. Mrs. Shahnaz Quashem Director 0.30
13. Mrs. Hasina Khan Director 1.21
14. Mrs. Firoja Amin Director 0.44
15. Ms. Saheda Pervin Trisha Director 0.16
16. Mr. Nas Sikder Director 2.40
17. Mr. Tanjil Chowdhury Director
1.16 Share holding of
East Coast Shipping Lines Ltd.
18. Prof. Ainun Nishat Director -
19. Prof. Mohammed Aslam Bhuiyan Independent Director -
20. Mr. Manzur Murshed Director 0.003
iii) Shareholding of CEO, CFO, Company Secretary & Head of Internal Audit
1. Chief Executive Ofcer and his spouse and minor children -
2. Chief Financial Ofcer and his spouse and minor children -
3. Company Secretary and his spouse and minor children -
4. Head of Internal Audit and his spouse and minor children -
iv) Executives (Top ve salaried person other than CEO, CFO, CS, HIA)
1. Mr. Md. Reazul Karim, AMD -
2. Mr. Isbahul Bar Chowdhury, DMD 0.013
3. Mr. Md. Golam Rabbani, DMD -
4. Mr. Muhammad Yasin Ali, DMD -
5. Quazi A.S.M. Anisul Kabir, SEVP -
v) Shareholders Holding 10% or more voting right Nil
Annexure-III
Status of Compliance with the conditions imposed by the Securities and Exchange Commissions Notication No. SEC/
CMRRCD/2006-158/Admin/02-08 dated 20th February 2006:
Condition
No.
Title
Compliance status (put in the
appropriate column)
Explanation for
non compliance
with the
condition
Complied
Not
complied
1.1
Boards size: should be not less than 5
(ve) and more than 20 (twenty)

1.2(i)
Independent Director: at least 1/10 i.e.
minimum one

1.2(ii)
Appointment of Independent Director by
elected Directors

1.3
Separate Chairman of the Board and Chief
Executive and clearly dened roles and
responsibilities

1.4 Directors Report to shareholders on:
1.4(a) Fairness of Financial Statements
1.4(b) Maintenance of proper books of accounts
1.4(c)
Adoption of appropriate accounting policies
and estimates

1.4(d)
Compliance of International Accounting
Standard

1.4(e) Soundness of Internal Control System
1.4(f) Ability to continue as a going concern
1.4(g)
Signicant deviations in operating results
from last year

1.4(h)
Presentation of at least preceding three
years nancial data

1.4(i) Declaration of Dividend
[ 48 ]
Condition
No.
Title
Compliance status (put in the
appropriate column)
Explanation for
non compliance
with the
condition
Complied
Not
complied
1.4(j) Details of Board meeting
1.4(k) Shareholding pattern
2.1 Appointment of CFO, Company Secretary
& Head of Internal Audit and dening their
responsibilities
2.2 Attendance of CFO & Company Secretary
in the Board of Directors meeting
3.00 Audit Committee:
3.1(i) Constitution of Audit Committee
3.1(ii) Constitution of Audit Committee with
Board members including the Independent
Director
3.1(iii) Filling of casual vacancy in the Audit
Committee
Not applicable
3.2(i) Chairman of the Committee
3.2(ii) Professional qualication and experience of
the Chairman of the Committee
3.3.1(i) Reporting on the activities of the Audit
Committee
3.3.2(ii)(a) Reporting of Conict of interest to the
Board of Directors
No such cases
as yet.
3.3.2(ii)(b) Reporting of any fraud or irregularity to the
Board of Directors
3.3.2(ii)(c) Reporting of violation of laws to the Board
of Directors
No such cases
as yet.
3.3.2(ii)(d) Reporting of any other matter to the Board
of Directors
3.3.2 Reporting of Qualied point to Commission
No such cases
as yet.
3.4 Reporting of activities to the Shareholders
and General Investors
4.00 External/Statutory Auditors :
4.00(i) Non-engagement in appraisal or valuation
4.00(ii) Non-engagement in designing of Financial
Information System
4.00(iii) Non-engagement in Book-Keeping
4.00(iv) Non-engagement in Broker Dealer Services
4.00(v) Non-engagement in Actuarial Services
4.00(vi) Non-engagement in Internal Audit
4.00(vii) Non-engagement in any other services
Annexure-IV
Status of Compliance of Bangladesh Banks guidelines for Corporate Governance (BRPD circular no 16 dated 24.07.2003)
Sl
No.
Particulars
Compliance
Status
1. Responsibilities and authorities of the board of directors:
(a) Work-planning and strategic Management:
i) The board shall determine the objectives and goals and to this end shall chalk out strategies and
work-plans on annual basis. It shall specially engage itself in the affairs of making strategies
consistent with the determined objectives and goals and in the issues relating to structural change
and reorganization for enhancement of institutional efciency and other relevant policy matters. It
shall analyze/monitor at quarterly rests the development of implementation of the work-plans.
ii) The board shall have its analytical review incorporated in the Annual Report as regard the success/
failure in achieving the business and other targets as set out in its annual work-plan and shall
apprise the shareholders of its opinions/recommendations on future plans and strategies. It shall
set the Key Performance Indicators (KPIs) for the CEO and other senior executives
and have it evaluated at times.
Complied
(b) Lending and risk management:
(i) The policies, strategies, procedures etc. in respect of appraisal of loan/investment proposal, sanction,
disbursement, recovery, reschedulement and write -off thereof shall be made with the boards approval
under the purview of the existing laws, rules and regulations. The board shall specically distribute the
power of sanction of loan/investment and such distribution should desirably be made among the CEO
and his subordinate executives as much as possible. No director, however, shall interfere, directly or
indirectly, into the process of loan approval.
(ii) The board shall frame policies for risk management and get them complied with and shall monitor at
quarterly rests the compliance thereof.
Complied
(c) Internal control management:
The board shall be vigilant on the internal control system of the bank in order to attain and maintain
satisfactory qualitative standard of its loan/investment portfolio. It shall review at quarterly rests the
reports submitted by its audit committee regarding compliance of recommendations made in internal
and external audit reports and the Bangladesh Bank inspection reports.
Complied
(d) Human resources management and development:
(i) Policies relating to recruitment, promotion, transfer, disciplinary and punitive measures, human
resources development etc. and service rules shall be framed and approved by the board. The
chairman or the directors shall in no way involve themselves or interfere into or inuence over any
administrative affairs including recruitment, promotion, transfer and disciplinary measures as executed
under the set service rules. No member of the board of directors shall Compled be included in the
selection committees for recruitment and promotion to different levels. Recruitment and promotion to
the immediate two tiers below the CEO shall, however, rest upon the board. Such recruitment and
promotion shall have to be carried out complying with the service rules i.e., policies for recruitment and
promotion.
(ii) The board shall focus its special attention to the development of skills of banks staff in different elds
of its business activities including prudent appraisal of loan/investment proposals, and to the adoption
of modern electronic and information technologies and the introduction of effective Management
Information System (MIS). The board shall get these program incorporated in its annual work plan.
Complied
(e) Financial management:
(i) The annual budget and the statutory nancial statements shall nally be prepared with the approval
of the board. It shall at quarterly rests review/monitor the positions in respect of banks income,
expenditure, liquidity, non-performing asset, capital base and adequacy, maintenance of loan loss
provision and steps taken for recovery of defaulted loans including legal measures.
(ii) The board shall frame the policies and procedures for banks purchase and procurement activities
and shall accordingly approve the distribution of power for making such expenditures. The maximum
possible delegation of such power shall rest on the CEO and his subordinates. The decision on matters
relating to infrastructure development and purchase of land, building, vehicles etc. for the purpose of
banks business shall, however, be adopted with the approval of the board.
Complied
[ 50 ]
Sl
No.
Particulars
Compliance
Status
(f) Formation of supporting committees:
For decision on urgent matters an executive committee, whatever name called, may be formed with
the directors. There shall be no committee or sub-committee of the board other than the executive
committee and the audit committee. No alternate director shall be included in these committees.
Complied
(g) Appointment of CEO:
The board shall appoint a competent CEO for the bank with the approval of the Bangladesh Bank.
Complied
2. Responsibilities of the chairman of the board of directors:
(a) As the chairman of the board of directors (or chairman of any committee formed by the board or any
director) does not personally possess the jurisdiction to apply policymaking or executive authority, he
shall not participate in or interfere into the administrative or operational and routine affairs of the bank.
(b) The chairman may conduct on-site inspection of any bank-branch or nancing activities under the
purview of the oversight responsibilities of the board. He may call for any information relating to banks
operation or ask for investigation into any such affairs; he may submit such information or investigation
report to the meeting of the board or the executive committee and if deemed necessary, with the
approval of the board, he shall effect necessary action thereon in accordance with the set rules through
the CEO. However, any complaint against the CEO shall have to be apprised to Bangladesh Bank
through the board along with the statement of the CEO.
(c) The chairman may be offered an ofce-room, a personal secretary/assistant, a telephone at the
ofce and a vehicle in the business-interest of the bank subject to the approval of the board.
Complied
3. Responsibilities of the adviser:
The adviser, whatever name called, shall advise the board of directors or the CEO on such issues only
for which he is engaged in terms of the conditions of his appointment. He shall neither have access to
the process of decision-making nor shall have the scope of effecting executive authority in any matters
of the bank including nancial, administrative or operational affairs.
Complied
4. Responsibilities and authorities of the CEO:
The CEO of the bank, whatever name called, shall discharge the responsibilities and effect the
authorities as follows:
(a) In terms of the nancial, business and administrative authorities vested upon him by the board, the
CEO shall discharge his own responsibilities. He shall remain accountable for achievement of nancial
and other business targets by means of business plan, efcient implementation thereof and prudent
administrative and nancial management.
(b) The CEO shall ensure compliance of the Bank Companies Act, 1991 and/or other relevant laws and
regulations in discharge of routine functions of the bank.
(c) The CEO shall report to Bangladesh Bank of issues violative of the Bank Companies Act, 1991 or
of other laws/regulations and, if required, may apprise the board post facto.
(d) The recruitment and promotion of all staff of the bank except those in the two tiers below him
shall rest on the CEO. He shall act in such cases in accordance with the approved service rules on
the basis of the human resources policy and sanctioned strength of employees as approved by the
board. The board or the chairman of any committee of the board or any director shall not get involved
or interfere into such affairs. The authority relating to transfer of and disciplinary measures against the
staff, except those at one tier below the CEO, shall rest on him, which he shall apply in accordance with
the approved service rules. Besides, under the purview of the human resources policy as approved by
the board, he shall nominate ofcers for training etc.
Complied
If we take the Earth and its nite resources as capital then as a company
it is denitely making a loss. Thus companies have voluntarily started to account
for social, ethical and environmental issues. Social reporting has come
a long way from just a method for temporary marketing ploy
and is now being embedded into company DNA.
[ 52 ]
Sustainability
Report
Corporate sustainability is a business approach that
creates long-term consumer and employee value by
not only creating a green strategy aimed towards
the natural environment, but taking into consideration
every dimension of how a business operates in the
social, cultural, and economic environment. It also
formulates strategies to build a company that fosters
longevity through transparency and proper employee
development. In respect of corporate sustainability,
PBL has focused on following specic key areas of:
Nation building
Enhancement of market place
Promotion of the work place
Support to the community
Protection of environment
Nation Building
The best way to support the country is to do something
better in the area of operation. PBL constantly showed
strong performance which has helped the stability of the
banking sector. The local and international recognition of
the published accounts has helped to establish integrity
of the countrys nancial system. PBL will continue
to play the pivotal role in this regard. Retail and SME
nancing have become keys to economic growth of the
country and without opening up of the nancial sector
to semi urban and rural areas, the projected growth
of the economy will not be achievable. PBL has given
strong focus in these areas which are evident from the
growth rate achieved during the year. Public service is
still inefcient and as such emphasis is also given in
infrastructure development which includes nancing for
communication, telecommunication, bridge, roads and
highways etc. This will have positive impact in national
growth.
Contribution to National Exchequer
PBL has contributed signicantly to the government
effort in collection of revenue. As per law bank deducts
at sources income taxes, VAT and excise duty from
various payments and services and deposits the same
to government exchequer. Besides, the bank also pays
income tax on its earnings. Total payment to government
exchequer during 2011 is depicted below:
Taka in million
Particulars 2011 2010
Payment of income tax on banks
earnings
2,761.31 1,793.04
Income Tax, VAT and Excise Duty
deducted at source from various
payment and services by the bank
1,842.41 1,233.46
Total payment 4,603.72 3,026.50
Supplier payment policy
PBL always adheres to well set payment policies for
all suppliers and explains them in details about the
payment method and system and reviews process
before providing work order. Bills are paid according
to the payment terms and VAT and other withholding
taxes are deducted from bills as per law. As of date of
this report, there is no legal case led by the bank or
led against the bank by any supplier.
Enhancement of Market Place
The best published accounts award of ICAB, ICMAB
and SAFA over the years for the published reports
and accounts is the testimony of good governance,
compliance with IAS, BAS and other regulatory
requirements. Market discipline is gradually being
established as more banks are now encouraged to
give adequate information to the shareholders and their
compliance status is also improving.
Capacity Development in the Banking and
Financial Sector
PBL believes that professional development of the
people working in the banking and nancial sector will
immensely help to readdress various risk elements
involved in banking transactions. With that aim in
view the bank took some unique initiatives which were
appreciated by the participants. Some of the initiatives
are given below:
During the year 2011 Islamic Banking Division arranged
Ifter Mahls and discussion meetings and held formal
and informal discussions on various Shariah issues,
Islamic banking activities and importance of the
Holy Ramadan. Members of Shariah Supervisory
Committee, eminent thinkers on Islamic Ideology and
customers participated in the discussion meeting.
The bank as per agreement with Bangladesh Institute
of Bank Management (BIBM), the apex body of the
training institutes for the bankers, sponsors the prize
money given to the students securing rst, second
and third position in the Masters in Bank Management
(MBM) examination of the institute.
PBL encourages the participation of graduates in the
business processes of the bank through its internship
program. This initiative of the bank allows fresh and
meritorious graduates from Business Schools and
Universities to get on hand experience about the
different processes in banking. These experiences help
them to plan their career path more effectively.
PBL sponsored a couple of learning events like
workshops/conferences organized by renowned
educational institutions of the country.
Promotion of the work place
Human Resources
Organizations need to effectively manage their human
resources to get the maximum contribution from their
employees. PBL always focuses on helping its people
to grow, enabling individuals to make a difference and
win their goals.
HR Division of PBL always strives to ensure a great
place to work by creating an attractive, inclusive
and safe environment that rewards success and
encourages employees to take control of their personal
development.
At the core of the HR strategy is managing an
organizational culture where employees enjoy
working with pride and are strongly motivated to gain
and maintain professional excellence to convert the
human resource into human capital. Ensuring such
things in the bank is a key driver of productivity and
performance, which creates the foundation of banks
performance culture. HR Division persuades and
focuses on the behaviors that bring out the very best
from every employee, assessing their performance
not just on results but on how those results were
achieved. To further embed these behaviors PBL has
a remuneration program in place, carefully designed to
encourage its employees to live its values every day.
The bank has always taken a view that its remuneration
policies should support and drive its business strategy
and reinforce its values. PBL believes these are sound
and aligned to external best practice standards with
risk-based and robust governance structures. Banks
annual performance bonuses are discretionary and are
delivered in a combination of cash and deferred shares.
They are set with regard to an assessment of risk and
other factors such as achievement of our management
agenda, risk management and economic backdrop,
as well as prot. PBL accentuates on shared working,
creativity and innovation among its employees.
PBLs brand pledges, a bank with a difference, sets
out its deep and lasting commitment to people, to the
communities in which we live and work, and to building
a sustainable and responsible business in the long run
in a unique way. And it is this commitment that not only
sets us apart as a bank but also as an employer.
By developing strengths of the human capital, valuing
their unique perspectives and enabling them to make
a difference to our success, PBL will help them to fulll
their latent talent. Getting the best from this opportunity
will rely on them sharing their commitment to delivering
performance for its shareholders, building lasting
relationships while demonstrating a passion for helping
it do better- for customers and society.
With 2,292 people, operating through 119 branches the
bank prides itself on being a truly peerless organization,
combining the expertise and endeavor of experienced
and fresh talents.
Total Workforce by Age Group
Sl.
No.
Age Group Total for
2011
Total for
2010
1 55 Years & above 35 29
2 45-55 Yrs 162 151
3 35-45 Yrs 631 566
4 25-35 Yrs 1401 1325
5 25 Years & below 63 68
Total 2,292 2,139
HR Focus
PBLs distinctive customs and values contributes an
enormous function in its success, they are at the heart of
who we are and what we strive for. PBL distinguishes
itself by being a strengths-based organization. The bank
focuses on understanding and leveraging its employees
strengths to ensure they are in the true roles for them
to truly excel.
[ 54 ]
PBL believes that the human capital is one of the
crucial elements which inuence the rhythm, evolution,
directions, quality and activity development in the bank.
The HR Division has been relentlessly working to help
the bank in achieving its goal of being the best bank
in Bangladesh in terms of efciency, capital adequacy,
asset quality, sound management and protability having
strong liquidity. The Division endeavors for managing
an organizational culture where employees enjoy
and maintain professional excellence. It also focuses
on the respect for the employee, the enforcement of
moral and ethical principles.
Employee Code of Ethics and Business
Conduct
Prime Bank Employee Code of Ethics and Business
Conduct is a framework of ethical behavior for all the
employees of the organization. Following are the key
principles of Prime Bank Code of Ethics and Business
Conduct:
Provide service to customers with
uncompromising integrity, utmost respect,
unwavering responsibility and dedicated
citizenship;
Protect privacy and condentiality of customer
information;
Prevent money laundering and fraud;
Demonstrate workplace respect.
It is a reection of PBLs role as a socially responsible
corporate citizen which believes in providing the most
courteous and efcient service through innovative
banking services and products.
HR Success
Major achievement like:
Salary Revision
Manpower Planning up to April, 2011 to
December, 2012
Organogram Restructuring
Mobilization of Human Capital
The main ingredient for making prot in a bank is human
capital. For the evaluation of banking performance one
must take into consideration the human qualities and
professionalism proven by the bank employees. The
customer pays attention not only to the bank product or
service quality, offered by the bank, but also to the way
the bank addresses itself to the client. The client must
feel secured and trust the bank which he or she chose
for his or her business. Also the work environment,
friendship and collaboration among the bank employees
reect positively in the bank-customer relationship.
In view of that, the HR Division of the bank has always
been striving to bring in highly motivated, proactive,
result oriented and above all committed workforce to its
winning team. It is to be noted that the tally of the branch
number has reached to 119 in 2011 from 108 of 2010.
But for the last few years, both the recruitment growth
rate and turnover (exit) rate of the employees of the
bank has been declining signicantly, which is a robust
indicator of the enhanced efciency and dedication of
its human capital.
Terminal Benets & Staff Loan Schemes
PBL operates Employees Provident Fund, Gratuity
Fund and Employees Welfare Fund for its employees.
The bank has also compiled with regulatory requirements
governing the payment of gratuity during the year
concerned.
In addition to the standard salary/bonus, full-time
employees enjoy benets such as staff loan schemes at
concessionary interest rates well below the market rates.
Training
Human capital contributes to obtaining performance and
developing bank activities. Beyond performance banks
must pay attention in training bankers of maximum
diplomacy and professionalism, and credibility for a
more and more sophisticated customers. In what the
relationship with the bank customers is regarded, the
banks oriented themselves towards the re-dimensioning
of the relations with customers, namely personalizing
relations with them, the different approach of traditional
and sophisticated clients and the diversity of bank
products and services for the customers. For the bank
management, the client is now-a-days treated as a
business partner. The customer must have a feeling of
safety and trust in the bank he or she has chosen for his
or her business.
Beyond performance, banks must be interested in
trainings that are highly professional and diplomatic, and
most of all credible for a more and more sophisticated
customers.
Prime Bank HR Training and Development Center
is mere a Learning Center rather than a Training
Center and is output driven rather than input oriented.
The main purpose of the Human Resources Training
and Development Center (HR-TDC) is providing a
progressive, exible and balanced training service that
seeks to develop the skills and competencies necessary
for the effective and efcient performance of the human
capital of the bank.
The HR-TDC of the bank arranged 17 professional
training courses and 46 workshops/ seminars during
the year 2011 with spontaneous participation of 1,685
employees of different grades.
In addition to HR-TDC nominated 21 employees to
participate several training programs or conferences
abroad related to the burning issues of the age.
Moreover, 140 employees also participated several
local training academies like Bangladesh Bank Training
Academy (BBTA), Bangladesh Institute of Bank
Management (BIBM) and others prominent institutions.
Sl.
No.
Subjects
Number
of
Courses
Number of
Participants
1. Training Course
A Foundation Training Course 8 244
B Orientation Course for TA (Cash) 1 20
C Advanced Credit Management 2 70
D International Trade Payment
and Finance
2 44
E Islamic Banking Operation &
Finance
1 17
F T-24 for Audit Division 1 10
G T-24 for CAD 1 11
H Applied Marketing Research
Methodology
1 27
Total 17 443
2. Workshops/Seminars
A Retail Banking 2 72
B SBS 1-2 Reporting 1 40
C SBS 3 Reporting 1 40
D Credit Risk Grading (CRG) 2 65
E IT Audit & Security 4 79
F Performance Appraisal- Lesson
for the Appraiser
2 67
G Stress Testing: A tool to measure
Capital Adequacy Position against
variable factors
3 62
H Foreign Exchange Transaction
and Reporting Techniques
1 30
I Creating Awareness against
Cheque Fraud & Forgery
5 200
J Remittance Management
System (RemitFast)
9 130
K Development of Operational
Efciency in the Branches
4 81
L CRM for SME 1 33
M Documentation in Loan
Sanction & Disbursement &
Legal Aspects
1 43
N Basel II: SRP-SREP Dialogue
on ICAAP
1 22
O Foreign Direct Investment (FDI)
and related issues
1 30
P Meeting for Group Leader
(GLs) of SME Banking Division
2 65
Q General Banking Operations 1 30
R UCPDC 600 and related ICC
Publication
1 24
S Customer Relationship
Management (CRM) &
Etiquette in Banks
1 35
T Laws & Practice in Banks 1 36
U Foreign Remittance: Rule and
Procedure
1 26
V Management of NPL &
recovery strategies
1 32
Total 46 1242
Grand Total 63 1685
[ 56 ]
Reward and Recognition
PBL has achieved an inimitable position in the banking
industry sailing on the prolic patronization towards
its employees. In this regard the bank always tries to
sustain the inner drive of the outstanding performers
through its well furnished Reward and Recognition
Policy to rejuvenate their consisting effort to result in
better outcomes. Throughout 2011 various campaigns
were carried out with regular business targets to revive
the sound competitive mood among the employees
to boost up the business of the bank. Rewards and
appreciations were sponsored around the year to
distinguish the committed effort of the employees
and their teams. Highlights of such initiatives are as
following:
68 (sixty eight) branches were awarded a sum
of Tk 4.89 million for achieving outshining
business target;
04 (four) Best Heads of Branches were
awarded holiday tour package to abroad fully
sponsored by the bank;
04 (four) new and young Heads of Branches
being recognized as Rising Star were
awarded monetary incentives.
HR Future Plan
HR Division of the bank has been going through
continuous development with a view to transforming
its workforce into a dynamic and efcient one. Bringing
a timely restoration in its policies and organizational
structures, it looks forward to engage in the following
courses of actions in the future:
Complying with the Centralization model
blended with the new organogram;
Ensuring CSR (Corporate Social
Responsibility) issues within the organization;
Continuous development of work environment
and other issues regarding employee welfare;
Ensuring the ingredients to the bank to keep
competitive edge of the bank in the industry.
Support to the Community
PBL established Prime Bank Foundation and
contributes equal to 4 percent of prot before tax
(Tk 271.90 million in 2011) as donation to this foundation
for undertaking projects in health and education sector.
PBL has strengthened the management capacity of its
Foundation, the corporate responsibility wing, having
staffed with right kind of human resources required to
reinforce its commitment to the society. Aligning with its
long term goal, the Prime Bank Foundation has chalked
out a number of long and short terms projects focusing
more on health and education to be rolled out over a
period of next 3-5 years (details of activities is given in
Prime Bank Foundation chapter in this report).
Apart from the CSR activities taken by Prime Bank
Foundation, the bank conducted various CSR activities
during the year 2011. The highlights of some of the
activities initiated/implemented during the reporting
period are as follows:
Support to Martyr Family
The loss of lives in the BDR carnage shocked the entire
nation. PBL took responsibility to support two such
families @ Tk 0.48 million per year for ten years starting
from 2009.
Education
Sponsorship of Tk 0.10 million to Second Inter-
School Science Festival;
Sponsorship of Tk 0.16 million to Science Fair-
2011 organized by Motijheel Ideal School;
Sponsorship of Tk 0.49 million to Notre Dame
College for Prime Bank-NDDC 23rd National
Debate Competition 2011;
Sponsorship of Tk 0.43 million to 7
th
National
Career Fair-2011 organized by North South
University;
Sponsorship of Tk 0.04 million to Global Model
United Nations (GMUN) organized by United
International University;
Sponsorship of Tk 0.30 million to Entrepreneur
Speaks Program at BRAC Business School;
Sponsorship of Tk 0.20 million to Seventh
Mathematics Conference organized by
Jahangirnagar University.
Health
Donation of Tk 0.10 million to an eminent
singer for his treatment;
Donation of Tk 1.00 million to Bangladesh
Thalassemia Hospital;
Donation of Tk 0.30 million to a child for his
liver treatment.
Disaster Management
Distribution of blankets of Tk 4.64 million to the
winter distressed people.
Games & Sports
Sponsorship of Tk 3.20 million for Prime Bank
Cup Golf Tournament at Kurmitola Golf Club;
Donation of Tk 5.00 million to Dhaka Ofcers
Club for development of tennis complex;
Sponsorship of Tk 0.70 million for 25th National
Swimming Competition;
Sponsorship of Tk 0.05 million for Bangabandhu
Gold Cup.
Arts & Culture
Sponsorship of Tk 0.10 million for musical
evening of Sabina Yeasmin;
Purchase 20 set of books on the biography of
Poet Rabindranath Tagore for Tk 0.30 million;
Donation of Tk 0.20 million to Bangladesh
Chhatra Kallyan Trust for 40 years of
Independent celebration;
Sponsorship of Tk 0.10 million for the musical
soiree of Runa Laila;
Sponsorship of Tk 2.50 million for 100 years
celebration of Dhaka Club;
Sponsorship of Tk 1.00 million for 31st Night
celebration of Dhaka Club;
Sponsorship of Tk 2.50 miilion for Biswa
Shahittah Kendra for different publications;
Sponsorship of Tk 0.50 million for Bangladesh
Olympic Association for holding National
Olympiad;
Sponsorship of Tk 0.50 million for the Daily
Independent for the conference on Eco-
Tourism Opportunities in Bangladesh;
Sponsorship of Tk 0.15 million for children art
competition.
Community Investment
PBL manages its activities in the community and creates
a positive impact both for the community and the
business. The bank also nanced some social issues
for the betterment of the society which are as below:
Sponsorship of Tk 0.10 million for the top 3
students of Bangladesh Institute of Bank
Management (BIBM) in the Masters in Bank
Management (MBM) examination;
Sponsorship of Tk 0.80 million for Bangladesh
Scout for National Club Campuree.

Others (for benets of mass people)
Donation of Tk 0.60 million for IRRI
(International Rice Research Institute);
Donation of Tk 0.26 million for Donation of
TV sets and Ceiling Fans to Rangpur Jail
Authority;
Donation of Tk 0.05 million for maintaining 15
Guards at Unmanned Railway level at Dhaka-
Tangail Highway;
Donation of Tk 0.05 million for DESCO;
Delivery of 3 pick-ups to Dhaka Metropolitan
Police for Tk 2.82 million.
Promotion of Environment
The state of environment is rapidly declining in
Bangladesh and it is also a country vulnerable to
climate change. The key areas of degradation are air
pollution, water pollution and scarcity, encroachment
of rivers, improper disposal of industrial and medical
waste, deforestation, less of open air and bio diversity.
The environment degradation needs to be tackled in
a concerted manner by all and society demands that
businesses also take responsibility in safeguarding
the planet. Green Banking is a component of the
global initiative to save environments. Banking sector
in Bangladesh took steps in this regard particularly in
the eld of Green nancing but the activities got new
momentum after issuance of Policy Guidelines for
Green Banking by Bangladesh Bank in the regard.
PBL attaches great importance to these initiatives
and already made satisfactory progress in this regard.
Details of Green Banking initiatives of PBL are given in
Green Banking chapter in this Annual Report.
[ 58 ]
Corporate Social Responsibility
Handing over of checks to the families of two martyred
Army ofcers killed in BDR carnage at Pilkhana.
Donating a Cheque of Tk.50 lac to Ofcers Club, Dhaka.
International Master Rani Hamid receiving Champions
Crest of the Prime Bank 5th Women International Rating
Chess Tournament.
Prize giving ceremony of the Childrens Art Competition
organized by PBL.
Donating color televisions and ceiling fans to the Rangpur
Central Jail.
Voluntary blood donation program in association with
Bangladesh Thalassaemia Hospital.
A project of Prime Bank-MGBS Second Inter-School
Science Festival-2011 at the Motijheel Govt. Boys High
School.
Handing over of Cheque for Taka Ten Lac to Bangladesh
Thalassemia Hospital as donation.
Donating 3 pick-up Vans to DMP.
Donating Blankets to Cold striken people.
Prize giving ceremony of Prime Bank-NDDC 23rd National
Debate Competition.
Inauguration of Prime Bank Cup Golf Tournament.
Green Banking
Global warming is an issue and has direct impact on
bio-diversity, agriculture, sheries, dry land, water
resources and human health. The environment
degradation needs to be tackled in a concerted manner
by all and society demands that businesses also take
responsibility in safeguarding the planet. The state of
environment is also rapidly declining in Bangladesh
and it is also a country vulnerable to climate change.
The key areas of degradation are air pollution, water
pollution and scarcity, encroachment of rivers, improper
disposal of industrial and medical waste, deforestation,
less of open air and bio diversity. Green Banking is a
component of the global initiative to save environments.
Banking sector in Bangladesh took steps in this regard
particularly in the eld of Green nancing but the
activities got new momentum after issuance of Policy
Guidelines for Green Banking by Bangladesh Bank in
this regard. PBL attaches great importance to these
initiatives and already made satisfactory progress in
this regard. Given below are the actions taken and to
be taken by PBL related to Green Banking:

Policy formulation and Governance
PBL through its CSR activities had contributed to the
eld of health and green nance but now has formulated
the green banking policy to accommodate the guidelines
of Bangladesh Bank. A Green Banking unit would be
formed with the task of developing policies and planning
and administering the green banking initiatives.
Incorporation of Environmental Risk in
CRM
For quite sometime PBL has incorporated the
environmental scanning to assess credit risk of the
borrowers and refrained from nancing projects which
would have direct adverse impact on water pollution,
health, encroachment of rivers and deforestation.
In-house Environmental Management
PBL has taken a lot of initiatives in this regard. It has
taken various steps to reduce the water, paper and
electricity consumption like:
The instruction and communications within the bank
is becoming more and more online. To reduce paper
waste both side of the paper is used for drafting and
printing;
In line with Government Circular solar panels of
adequate capacity (7 percent of total light and
fan load) have successfully been installed and
commissioned in the branches;
Energy saving lights are used instead of traditional
bulbs / lights;
Air coolers are functioning on auto temperature
basis which helps limited running of compressor unit
and subsequently saving electricity;
LCD monitors are used instead of CRT for CCTV
systems for lower power consumption;
Conversion of vehicles of banks transportation pool
and those of the employees to run on CNG.
Green Finance
PBL nanced various projects which are environment
friendly and avoids project nance which contributes
to degradation or deterioration of the environmental
issues. The bank nanced CNG projects, Efuent
Treatment Plants of garment sectors and supports use
of gas generated projects. However, nancing in all
such projects are subject to clearance of department of
environmental permission. The bank extended nance of
Tk 242.99 million for installation of ETP and Tk 2,784.40
million for nancing projects having ETP. The bank has
further strengthened its green banking initiatives by
nancing two environment-friendly Hoffman Klin based
automated brick elds with aggregate annual capacity
of nearly 60 million bricks, which impacted towards a
greener climate.
Climate Risk Fund
PBL is expanding its exposure in agricultural sector
where interest rate is lower than the regular rate of
interest. Climate risk fund is not yet created but the bank
contributes to Government initiative whenever there is
demand for such fund.
Green products
PBL has introduced various products which are reducing
paper use, fuel consumption etc. Internet banking,
Online Banking, SMS Banking and Phone Banking are
such products which are gaining popularity day by day.
It is allowing the customers to do banking transaction
without coming to the bank physically. Expansion of
[ 60 ]
Sustainability Report Green Banking
ATM network is also transaction through plastic card
which is greatly reducing the need for check book and
reducing consumption of security papers etc.
Green Marketing
After introduction of SMS banking, green marketing is
gaining momentum. Through push and pull system,
the customers are becoming aware of banks new
products and initiatives. Employment notices are given
on website and online applications are invited now.
PBL through SMS system requested its customers to
Vote For Sundarban as one of wonders of the world.
Kiosk machine installed at different places to aware
the customers of the banks product instead of sending
paper ads and door to door mail delivery.
Online Banking
All the branches of the bank are online. The bank
has expanded its ATM network and bills payment
system is introduced through ATM. PBL has used the
BATCH and BEFTN mechanism for payment of wage
earners remittances, cash management and salary
disbursement on behalf of the customers and merchant
payment.
Employee Training
Presently, the awareness is limited to attending
seminars but very soon training on green banking would
become a part of regular training program of the bank.
The program would be tailored to the initiatives of PBL.
WTP of an environment friendly Fabric Dyeing factory A Hoffman Klin based automated brick eld
A Biological ETP of an environment friendly dyeing factory A Solar Pannel
Standard
Disclosure Index
The table given below provides a cross reference to the standard disclosures to the key sections of the Annual Report-2011:
Items Page No.
Corporate Objectives, Values & Structure Clarity and presentation
Vision and Mission 4,5
Overall strategic objectives 7
Core values and code of conduct/ethical principles 8
Prole of the Company 11
Directors proles and their representation on Board of other companies &
Organization Chart
14-23, 25, 46, 67,
262-264
Management Report and analysis including Directors Report / Chairmans Review/
CEOs Review etc.
A general review of the performance of the company 26-29, 30-34,
68-76
Description of the performance of the various activities / products / segments of the
Bank and Group during the period under review
111-124, 130-
133, 157-183
A brief summary of the Business and other Risks facing the organization and steps
taken to effectively manage such risks
80-109
A general review of the future prospects/outlook 76, 179-180
Social Corporate Responsibility (CSR) Initiatives 51-60, 139-155
Environment related Initiatives 59-60
Information on contribution of the Bank to its responsibilities towards the staff
(including health & safety)
53-56
Information on Bank's contribution to the national exchequer & to the economy 52-60, 120-122
Disclosure of Accounting policies and General Disclosure
Disclosure of adequate and properly worded accounting policies relevant to assets,
liabilities, Income and expenditure in line with best reporting standards
202-215 Any Specic accounting policies
Impairment of Assets
Changes in accounting policies/ Changes in accounting estimates
Segment Information
Comprehensive segment related information bifurcating segment revenue, segment
results and segment capital employed
73, 117, 281
Availability of information regarding different segments and units of the entity as well
as non-segmental entities/units
73, 117, 281
Segment analysis of
- Segment Revenue
- Segment Results
- Turnover
- Operating prot
- Carrying amount of Net Segment assets
73, 117, 281
Financial Statements
Disclosures of all contingencies and commitments 189, 196, 240-241
Comprehensive related party disclosures 254-255
Disclosures of Remuneration & Facilities provided to Directors & CEO 39, 247
Statement of Financial Position / Balance Sheet and relevant schedules
186-376
Income Statement / Prot and Loss Account and relevant schedules
[ 62 ]
Standard Disclosure Index
Items Page No.
Statement of Changes in Equity / Reserves & Surplus Schedule
186-376
Disclosure of Types of Share Capital
Statement of Cash Flow
Consolidated Financial Statement (CFS)
Extent of compliance with the core IAS/IFRS or equivalent National Standards
Disclosures / Contents of Notes to Accounts
Information about Corporate Governance
Board of Directors, Chairman and CEO 14-23, 25-50
Vision, Mission and Strategy 4-10
Audit Committee (Composition, role, meetings, attendance, etc.), Internal Control &
Risk Management
25,35-39
Ethics and Compliance 8, 46-50
Remuneration and other Committees of Board 39, 247
Human Capital 53-56
Communication to Shareholders & Stakeholders 124
Environmental And Social Obligations 51-60, 134-155
Management Review and Responsibility 65-66, 68-76
Any other investor friendly information 124
Stakeholders Information
Distribution of shareholders (Number of shares as well as category wise, e.g
Sponsors, FII etc)
118
Shares held by Directors/Executives and relatives of Directors/Executives 46-47
Redressal of investors complaints 124
Graphical/ Pictorial Data
Earnings per Share 115
Net Assets 115, 282
Stock Performance 123
Shareholders Fund 116
Return on Shareholders Fund 115
Horizontal/Vertical Analysis including following:
Operating Performance (Income Statement)
- Total Revenue
- Operating prot
- Prot Before Tax
- Prot after Tax
- EPS
111-117, 181
Statement of Financial Position (Balance Sheet)
- Shareholders Fund
- Property, Plant & Equipment
- Net Current Assets
- Long Term Liabilities/ Current Liabilities
111-117
Protability/Dividends/ Performance and Liquidity Ratios
Gross Prot Ratio
Earning before Interest, Depreciation and Tax
Price earning ratio
Current Ratios
Return on Capital Employed
Equity Debt Ratio
112-113, 122
Items Page No.
Statement of Value Added and Its Distribution
Government as Taxes
119-122
Shareholders as dividend
Employees as bonus/remuneration
Retained by the entity
Market share information of Banks product/services
Economic value added
Additional Disclosures
Sustainability Development Reporting
Human Resource Accounting
51-60
Specic Disclosures
Disclosure of Ratings given by various rating agencies for Instruments issued by /of
Bank. For eg. FD, CD, Tier-I perpetual Bonds
11, 45
Details of Advances portfolio Classication wise as per the direction issued by the
central bank
226, 235
Disclosure for Non Performing assets
- Movements in NPA
- Sector-wise breakup of NPA
- Movement of Provisions made against NPA
- Details of accounts restructured as per regulatory guidelines
226, 235
Maturity Pattern of Key Assets and Liabilities (ALM) 282
Classication and valuation of investments as per regulatory guidelines/Accounting
Standards
219-222, 259
Business Ratio/Information
- Statutory Liquidity Reserve (Ratio)
- Net interest income as a percentage of working funds / Operating cost efciency
ratio
- Return on Average Asset
- Cost / Income ratio
- Net Asset Value Per Share
- Prot per employee
- Capital Adequacy ratio
- Operating prot as a percentage of working funds
- Cash Reserve Ratio / Liquid Asset ratio
- Dividend Cover ratio
- Gross Non-Performing assets to gross advances / Non-Performing Loans
(Assets) to Total Loans (Assets)
74, 112-113,182
Details of credit concentration / Sector vise exposures 222-227
The break-up of Provisions and contingencies included in the Prot and Loss Account 234-235
Disclosure under regulatory guidelines: Market Discipline Disclosures on Risk Based Capital (Basel II) 93-109, 237
Details of Non-Statutory investment portfolio 219-222, 259
Disclosure in respect of assets given on operating & nance lease 228, 260
Disclosures for derivative investments 219-222
Bank's Network: List of Branches or Centers 382
continuation text
[ 64 ]
[ 65 ]
Senior
Management
Md. Ehsan Khasru
Managing Director & CEO
Md. Reazul Karim
Addl. Managing Director
(CRO)
Ahmed Kamal Khan Chowdhury
Deputy Managing Director & CFO
Isbahul Bar Chowdhury
Deputy Managing Director
(CSMR)
Md. Golam Rabbani
(Legal & Recovery)
Muhammad Yasin Ali
(ICC)
Managing Director
Md. Ehsan Khasru
Additional Managing
Director
Md. Reazul Karim
Deputy Managing
Director
Ahmed Kamal Khan Chowdhury
Md. Golam Rabbani
Muhammad Yasin Ali
Senior Executive
Vice President
Khondaker Iqbal Hossain
Shawkat Hossain
Md. Monawar Hossain
Md. Tabarak Hossain Bhuiyan
Quazi A. S. M. Anisul Kabir
Md. Mozammel Hussain
Habibur Rahman
A. O. M. Rashed
Executive Vice
President
Md. Ezaz Hossain
Md. Nazim Uddin
Kazi Mahmood Karim Hasan
Mohiuddin Bhuiyan
Md. Iqbal Hossain
Sheikh Mortuza Ahmed
Shahidur Rahman Khan
Nasim Sekander
Md. Anwarul Islam
A S M Fasiul Islam
Khondoker Fazle Haider
Abdus Salam Khan
Farhad Uddin
Senior Vice President
Sarqume Mohd. Kabir
Jahan Ara Begum
Ferdousi Sultana
Abu Zafar Md. Sheikhul Islam
Sk. Matiur Rahman
Mohammed Faruque
S. H. Mukhter Ahmed
Sk. Anisuzzaman
Md. Iftekhar Uddin
Md. Shahidul Islam
Kazi Tozammel Huq
Md. Fakhrul Islam
Nuhal Ahmed Choudhury
A K M Kamal Uddin
Muhammad Anowarul Islam
Md. Shariful Islam Khan
Md. Mashiur Rahman
Md. Shahin Alam
Abu Ashraf Siddique
Mohammad Jashim Uddin
Abdur Rashid Miah
Mohd. Afzal Hossain
Md. Mahiuddin Ahmed
A K M Jan-e-Alam
Syed Sahadat Hossain
Imtiaz Ahamed Bhuiyan
Mozammel Hoque
Md. Anwarul Islam
Md. Amzad Hossain Mollah
Syed Md. Nazmul Huque
Md. Omar Kabir
Md. Shahidul Alam
Mir Md. Hassanul Zahed
Mohd. Jamil Hossain
Md. Tarique Parvez Jewel
Vice President
Wasequddin Ahmed Chowdhury
Md. Didarul Alam
Imtiaz Ahmed Siddiqui
Anwarul Hoque
A B M Habibur Rahman
Md. Salah Uddin
Mohammad Aminul Islam
Mohammed Abul Kalam
Muhammad Muzahid Hossain
Abdul Motaleb Bhuiyan
Md. Muhibbur Rahman
Md. Moniruzzaman
Salahuddin Ahmed
Kazi Zillur Rahman
Md. Abdul Hye
Md. Moniruzzaman
Md. Milon Miah
Tanz Hossain Chowdhury
Md. Abdus Shukur
Md. Ibrahim Hossain Gazi
Joseph Halder
Md. Amir Hossain Majumder
Md. Shaheen Howlader
Farhad Ahmad Khan
Kamruzzaman Khairul Kabir
T. M. Shaqul Huq
Syeda Nazma Parvin
Md. Hazur Rahman Mallick
Md. Habibur Rahman
Md. Fayezur Rahman Talukder
Md. Touqur Rahman Ayeni
Sharif Uddin Choudhury
Md. Mazharul Haque
Md. Omar Faruque
Md. Ramiz Uddin Miah
Md. Giash Uddin
Mohammed Zakaria
Md. Shamsuddin
Md. Golam Haider
A H M Zakir Hossain
Md. Zahirul Islam
Senior Asst. Vice
President
Md. Shah Alam Howlader
Dewan Arfanul Alam
Md. Ibrar
Masudur Rahman
Md. Abu Taher Khan
Md. Firdous Alam
Kamruzzaman
Md. Ahsan Habib
A N M Baki Billah
Md. Mahbub Alam
Md. Reza Hossain
Ajmal Hoque Chowdhury
M A Mubin
Gazi Salauddin
Shamsher Jamal
Mohammad Yaqub
Morshed Ahammed
Md. Rezaul Haque
Amirul Alam Chowdhury
Ashraf Uddin Ahmed
A S M Azizul Karim
Harunur Rashid Chowdhury
Mostafa Hasan
Md. Abdul Quddus
Md. Amanullah
Kazi Azharul Islam
Md. Showkat Kamal Sarker
Md. Kamrul Islam
Mohammad Nazim Uddin
Bidyut Kumar Das
Abu Taher Md. Zakaria
Md. Kabirul Hasan
Md. Shahidul Islam
Mollah Farid Ahmed
Md. Yusuf Ali
Mohammad Nuruzzaman
Md. Jafar Hasan
A K M Enamul Haque
Md. Abdul Bari Mollah
Sharmina Banu
Dorothy Sultana
Ali Mohammad Nurul Huda
Md. Mozahid Kabir
Md. Tanveer Reza
Md. Mamunur Rashid
Mohd. Asaduzzaman
Zahed Iqbal
Sharmin Akther
Asst. Vice President
Md. Alamgir
Iqbal Haider
Afzalun Nahar
Syed Tazul Islam
S M Khurshed Alam
Mohammad Ashrafuzzaman
S M Parvez Kabir
A B M Shahjahan
Farid Ahmed
Md. Rabiul Ahasan
Md. Tajul Islam
Abdul Mannan Khan
Kazi Moinul Haque
Md. Aminur Rahman Akanda
Sirajul Hoque
Md. Khaled Anwar
Md. Sadiqul Islam
Md. Syadur Rahman
Sk. Enamul Baree
Md. Iqbal
Hasan-Ul-Huq
Farid Ahmed
Md. Ashiqur Rahman
Debashis Chakraborty
Md. Nuruzzaman
Mohammed Abu Shayem
Md. Arman Uddin Bhuiyan
Md. Taj Uddin Ahmed
Tofail Ahmed
Md. Ruhul Quisth
Mohd. Baqui Billah
Md. Nazrul Islam
Mohammad Asif Chowdhury
Sayed Delwar Hossain
Md. Nasir Uddin
Md. Abdur Raa
Syed Mahammed Ali Suhel
Mahmood Khan
Md. Ariful Haque
Ekram Ullah Chowdhury
Nazrul Islam
Nehal Hossain
Md. Nazrul Islam
Mohammad Mashiur Rahman Khan
Md. Rabiul Islam
Md. Rezwan Uddin Swhel
Florence Sutopa Majumder
Kamrun Nahar
Md. Mainul Kabir
A K M Abdul Alim Ibne Khabir
Mohammad Jahangir Bhuiyan
Siddique Ahmed
Md. Moinul Hasan
Md. Mobasshirul Islam
A T M Ahsan
Syed Sohel Rana
Kazi Khairul Islam
Amal Chandra Basak
Md. Mizanur Rahman
Shanila Mehjabin
Md. Shawkat Ali
Khandokar Raihan Ali
Md. Emdad Hossain
[ 66 ]
Heading
Heading
Group
Corporate Structure
Prime Bank Limited
Bangladeshi Companies
Prime Bank Investment Ltd. (99.99%)
Prime Bank Securities Ltd. (95%)
Prime Exchange Co. Pte. Ltd, Singapore (100%)
PBL Exhange (UK) Ltd. (100%)
PBL Finance (Hong Kong) Ltd. (100%)
Overseas Companies
[ 67 ]
[ 68 ]
Management
Discussion and Analysis
Bangladesh Economy
Like the previous year, the FY11 was a challenging and
eventful year for Bangladesh along with other economies
of the world. Bangladesh economy moved on a path of
rapid and sustained growth in FY11 consolidating the
strong recovery that emerged in FY10 and beneting
from external demand that remained favorable. The
economy gained some momentum during FY11 as
output and investment activities in the economy paced
up substantially in FY11 after a couple of years in
post-global crisis relative slowdown. The buoyancy in
economic activity was predominantly aided by robust
growth and strong domestic demand. However, rising
global food and fuel prices, deteriorating remittances,
an increased reserve drawdown, huge stock market
volatility and its potential impact on the banking sector
were the short term risks for Bangladesh economy.
The economy attained a 6.7 percent real GDP growth
in FY11 driven by a robust growth in industry and
increased output in agriculture and service sectors.
The expansion was broad-based, registering positive
growth by all sectors and sub-sectors of the economy.
Agricultural sector achieved a strong growth of 5.0
percent in FY11 aided by continued policy support
from the Government, including subsidy in input prices,
adequate supply and timely submission of key inputs,
higher procurement prices of outputs, adequate access
to credit and better delivery of extension services.
Industry sector exhibited a robust growth of 8.2 percent
in FY11 against 6.5 percent in FY10. This was led by
strong growth in manufacturing and construction sub-
sector which recorded an impressive growth of 9.5
percent and 6.4 percent respectively in FY11 against
6.5 percent and 6.0 percent in FY10. The accelerated
growth of the sector was mainly due to huge investment
in large and medium scale industry. Directives from
Bangladesh Bank to promote adequate credit delivery
and other mode of nancing facilities to Small and
Medium Enterprises (SMEs) contributed to achieve
satisfactory industrial growth. Service sector registered
6.6 percent growth in FY11, marginally higher than
6.5 percent of FY10 and contributed 49.7 percent
of total GDP. However, monetary intermediation
(banks) achieved lower growth of 8.8 percent in FY11
compared to 10.5 percent in FY10. Sectoral GDP
growth performance was as mentioned below:
FY91-FY00
(Average)
FY01-FY10
(Average)
FY10 FY11
1 Agriculture 3.2 3.5 5.2 5.0
2 Industry 7.0 7.5 6.5 8.2
3 Services 4.5 6.1 6.5 6.6
GDP 4.8 5.8 6.1 6.7
Ination rate maintained upward trend and reached to
8.8 percent in FY11 from 7.3 percent in FY10. The point
to point basis ination as at end December 2011 reached
to 10.63 percent. The rising ination was largely because
of food prices hike in the domestic markets, continuous
rise in international commodity prices including food,
fuel and fertilizers, growing demand caused by global
economic recovery, higher-than-targeted money supply
growth and Taka depreciation. Weighted average
exchange rate for 1 US Dollar depreciated from Tk
74.1493 in end-December 2010 to Tk 81.8529 in end-
December 2011. Domestic savings-GDP ratio declined
from 20.1 percent in FY10 to 19.6 percent in FY11 while
investment-GDP ratio increased from 24.4 percent in
FY10 to 24.7 percent in FY11.
Monetary policy stance remained accommodative for
productive economic activities with growth supportive
nancial inclusion promotion measures in credit policies
while also rmly discouraging diversion and undue
expansion of bank credit for wasteful unproductive uses
to stem build-up of inationary pressures. Bangladesh
Bank continued to support credit growth for activities
facilitating production of goods and services, providing
renance against lending in income generating priority
sectors (agriculture, SME, low cost housing etc.) while
discouraging excessive expansion of non-essential
credit and similar other demand side lending. Lending
interest rate caps imposed earlier in the backdrop of
global slowdown became no longer tenable in the
changed context of high and rising demand. Phase
out of these caps was initiated in March 2011 starting
with loans other than industrial term loans and loans for
export, agriculture and essential imports. The increased
interest rate exibility facilitated deposit mobilization and
restoration of balanced advance deposit ratios in banks.
The weighted average interest on bank credit increased
to 12.4 percent in FY11 compared to 11.2 percent in
FY10. On the other hand, the weighted average cost
of deposits increased to 7.3 percent in FY11 from 6.1
percent in FY10. The growth of Broad Money stood at
21.4 percent in FY11, which was lower than previous
years growth of 22.4 percent.
Export earnings recorded signicant growth of 41.5
percent and stood at USD 22.9 billion during FY11.
Import payment stood at 30.3 billion in FY11 indicating an
increase of 5.4 percent over FY10. Inward remittances
from expatriate Bangladeshi nationals increased by 6.0
percent and stood at USD 11.7 billion in FY11. Total
ofcial foreign aid disbursement decreased by 21.0
percent and stood at 1.8 billion in FY11. Though current
account surplus was USD 1.0 billion, the balance of
payments registered a decit of USD 0.9 billion in FY11.
The gross foreign exchange reserve held by Bangladesh
Bank stood at USD 10.9 billion at the end of FY11.
Prime Bank operation
PBL is one of the leading private commercial banks
of the country in terms of asset quality, protably,
market diversication, and capital adequacy. The major
challenges faced by the Bank during 2011 were:
Ensure expected growth of loan portfolio was
a challenge for the bank in 2011 particularly in
the rst three quarters. Unavailability of power
especially gas for new projects and downfall
in capital machinery import acted adversely to
loan growth. However, the situation improved
signicantly in the last quarter of the year;
Liquidity management became a priority as liquidity
position was tightened in the last quarter of the
year due to higher asset growth and regulatory
changes. The bank as a primary dealer had to
buy treasury bills / bonds which were devolved by
Bangladesh Bank;
Diversication of credit portfolio with higher
emphasis on SME and retail lending in absence
of adequate scope for growth in corporate
segment as well as a priority for contribution to
the economy. Disbursement of agriculture loan
was also a priority for the bank as prescribed by
Bangladesh Bank;
The bank enjoyed lower spread in the rst quarter
of 2011. But the spread gradually increased in
the next three quarters due to increase in lending
rates though deposit rates were also increased by
liquidity crunch;
Improvement of deposit mix and competitive pricing
on liabilities became a regular phenomenon over
the year 2011 to avoid prot erosion;
Maintaining asset quality was a top priority for the
bank;
Increase foreign exchange business (import,
export, remittance) which helped to increase
commission and exchange earnings;
Volatile capital market also affecting the money
market in the form of tight liquidity scenarios.
In the backdrop of the challenging environment, PBL
continued its growth in all of its operating activities.
PBLs operational activities include commercial
banking in conventional and Islamic banking mode
and of-shore banking through off-shore banking
units. Merchant banking activities are being carried out
by PBLs subsidiary namely Prime Bank Investment
Limited (PBIL) whereas brokerage activities are carried
out through another subsidiary namely Prime Bank
Securities Limited. All the business sectors showed
strong performance during 2011.
What we did good
Excellent Brand Image
Network of 102 branches and 17 SME branches at
strategic nancial centers
Deep market penetration and continuous growth in
corporate, commercial and trade nance sectors
Good market share and sound nancial
performance
Setisfactory performance of Islamic banking
branches
Off-shore banking in major EPZs
Exchange Houses (fully-owned subsidiaries) at
Singapore and UK for remittance business
PBL Finance (Hong Kong) Ltd., a fully owned
subsidiary for nancing and remittance business
Real-time online banking through core banking
software Temenos T24, a world class technology
platform
Expansion of ATM services and KIOSK
Internet Banking, SMS Banking and Phone
Banking
Credit Card
Consumer nance
Small & Medium Enterprise (SME) nance
Syndicated nancing
Merchant banking activities through Prime Bank
Investment Limited (fully-owned subsidiary)
Brokerage activities through Prime Bank Securities
[ 70 ]
Limited (fully-owned subsidiary)
Corporate governance and CSR activities
Management team and skilled HR
Wide customer base
Signicant growth of foreign exchange business
Continuous expansion of branches
Diversied product base
Achievements
The achievements and concerns of PBL during the year
2011 are given below:
a) 21 percent growth of prot before tax
The bank registered prot before tax of Tk 6,794
million in 2011 against Tk 5,636 million in 2010.
The growth of prot was 21 percent achievement
of budget was 102 percent. However, the prot of
these subsidiaries has been considered under the
consolidated prot of the Group and as a result the
consolidated prot before tax in 2011 showed a
growth of 10 percent over 2010.
b) 28 percent growth of deposit volume
With a growth rate of 28 percent, deposit volume
was 104 percent of the budget. The growth of high
cost deposits was higher due the tight liquidity
position in the market and devolvement of treasury
bills / bonds by Bangladesh Bank as a primary
dealer. However, the bank continued its efforts for
Credit Committee meeting in progress
mobilization of low cost and no cost deposits for
which low cost and no cost deposits increased by
12 percent whereas savings deposit increased by
17 percent over the previous year.
c) 20 percent growth of loans and advances
volume
Loans and advances volume was 107 percent of
the budget which reected a growth of 20 percent
over previous year. The loans and advances
portfolio was more diversied. SME loan showed
64 percent growth whereas retail loan showed 18
percent growth;
d) 20 percent growth of net interest and investment
income
Investment income registered a growth of 60
percent over the previous year which contributed
signicantly to cover the decrease in net interest
income by 6 percent. As a result, net interest and
investment income increased by 20 percent.
Interest cost of deposits increased to 8.15 percent in
2011 from 6.39 percent in the previous year due to
increase in rates of interest on deposits arising from
overall liquidity pressure in the market particularly
in the last quarter of 2011. Moreover, the liquidity
pressure compelled the bank, a Primary Dealer, to
go for mobilization of additional high cost deposits
and additional borrowings to purchase treasury
bills / bonds which were devolved by Bangladesh
Bank. This caused interest expense on deposits
to increase by 57 percent and interest expense on
borrowings to increase by 149 percent.
However, PBLs interest income increased by 38
percent during 2011. Interest earned from loan
and prot earned on investment being the principal
component of interest income increased due to
upward revision of rates of interest on lending
assisted by recovery drives. Yield on loans and
advances increased to 13.06 percent in 2011 from
11.76 percent in the previous year.
Moreover, the bank earned investment income in
the form of gain on treasury bills / bonds for Tk
788.27 million in 2011 against Tk 476.66 million in
the previous year. In addition, dividend was received
on shares of Prime Bank Investment Limited for Tk
450 million which signicantly contributed towards
the growth of investment income;
e) 22 percent growth of foreign exchange
business
The foreign exchange business handled by the
bank in 2011 was Tk 344.67 billion in 2011 against
Tk 283.08 billion in 2010 indicating a growth rate
of 22 percent which was contributed by growth in
import, export and remittance business as below:
Import business handled was Tk 174.38
billion which was 95 percent of the budget but
showed 18 percent growth;
Export volume was Tk 133.40 billion which
was 105 percent of the budget with growth
rate of 25 percent;
Remittance business was Tk 69.89 billion
which was 105 percent of the budget and
showed growth rate of 30 percent.
f) 19 percent growth of Commission and exchange
earnings:
As a result of above mentioned growth in foreign
exchange business, guarantee business and other
online services, the bank registered 19 percent
growth of commission and exchange earnings in
2011 over 2010.
g) NPL recovery
Tk 753.50 million had been recovered against NPL
accounts and Tk 110.07 million had been recovered
against previously written-off accounts in the year
2011. Due to continuation of major recovery efforts,
the NPL ratio stood at 1.37 percent in 2011.
h) Cost control
Operating cost was in line with the budgets
and increased by 16 percent during the year
mainly due to increase in personnel and other
operating expenses resulting from increased
investment in branch expansion and development
of IT infrastructure. The banks cost income ratio
improved to 35.98 percent in 2011 from 36.94
percent in 2010 and indicates satisfactory operating
efciency of the bank
[ 72 ]
i) Strengthening capital base
By maintaining strong growth of prot, PBL has
always ensured internal generation of capital to
meet the business growth. As a result, capital
adequacy of the bank remained strong at 12.49
percent as against minimum statutory requirement
of 10.00 percent.
Branch Cluster Management
Branch Cluster Management (Branch Mentorship) has
been strengthened further during 2011. Through Cluster
Management the Senior Management is becoming
directly involved with Head of Branches (HOBs) in
their marketing drives for assets, liabilities, and other
issues. As a result, the HOBs are exposed to more
matured thoughts and ideas through Mentors resulting
in qualitative improvement of their business and
operational activities. The shift to the mentorship program
has proved to be very effective way of empowering the
people to do better, understand the challenges ahead
through interactive dialogue with senior management.
The cluster management follows a bottom up approach
in setting the budget which includes all key parameters
of core risk management. The good protability,
strong asset quality are the results of proactive role
of the HOBs under the cluster managements. The
system strengthened the compliance, transparency
and accountability of the HOBs and has become the
process of creating future leaders and successors of
top level management.
The branches of PBL are divided into 4 (four) clusters
headed by the Additional Managing Director and three
Deputy Managing Directors. A brief review of the structure
and performance of the clusters are mentioned below:
Signicant accounting policy
This management discussion analysis is based on the
signicant accounting policies and nancial statements
of 2011.
Summary of nancial performance of
PBL
Taka in million
Operating income 11,645 9,795
Operating expenses* 4,190 3,618
Net prot before tax 6,794 5,636
Net prot attributable to
shareholders
2,818 2,802
Total assets 199,950 154,342
Loans and advances 139,409 116,057
Deposits 159,816 124,574
Shareholders equity 19,139 16,908
Net return on equity 20.32% 21.65%
Cost income ratio* 35.98% 36.94%
Non-performing asset ratio 1.37% 1.18%
Capital adequacy 12.49% 11.69%
* Total operating expenses of PBL increased by 15.81
percent during the year mainly due to increase in
personnel and other operating expenses. To match
with the growth of SME and retail business and branch
Taka in million
Cluster
Name
Total
Number of
branches
Number
of AD
branches
Deposits Loans & Advances Operating Prot
Actual
% of
Total
Actual
% of
Total
Budget Actual
%
Achieve-
ment
% of
Total
Cluster-1 25 11 55,549 35.42 57,385 43.11 3,346 3,477 104 40.03
Cluster-2 26 6 36,063 22.99 32,671 24.54 1,751 2,057 117 23.68
Cluster-3 26 5 38,224 24.37 23,984 18.01 1,752 1,933 110 22.26
Cluster-4 25 5 27,012 17.22 19,088 14.34 994 1,218 123 14.03
All Clusters 102 27 156,848 133,128 7,843 8,685 111
expansion a number of manpower was recruited
along with sales force. Moreover, to keep the salary
package competitive in the industry, there was upward
revision of the packages in the last quarter of 2011
which also increased personnel expenses. However,
the enhancement of the package will motivate our
employees to do even better in future and targeted
increase of business especially in SME and retail
segments will benet the bank in broad spectrum.
PBL also made donation amounting to Tk 271.90
million to Prime Bank Foundation to carry on various
CSR activities. PBL also focused on developing brand
image and increased promotional and advertisement
expenses. This strategy added value to the business.
The banks cost income ratio improved to 35.98 percent
in 2011 from 36.94 percent in 2010 due to increased
investment in branch expansion and development of
IT infrastructure. Considering the factors stated above,
the ratio indicates the satisfactory operating efciency
of the bank.
Prots and Dividends
Operating income increased by 18.89 percent
to Tk 11.65 billion in 2011 compared to Tk 9.80
billion in 2010. Operating expenses increased by
15.81 percent and stood at Tk 4.19 billion in 2011
compared to Tk 3.62 billion in 2010. As a result,
prot before provision increased by 20.70 percent
to Tk 7.46 billion in 2011 compared to Tk 6.18
billion in 2010. Prot before tax increased by 20.54
percent to Tk 6.80 billion whereas net prot after
tax increased by 18.08 percent to Tk 3.66 billion.
Net prot attributable to shareholders remained
strong at Tk 2.82 billion;
Net return on equity for 2011 is 20.32 percent
compared to 21.65 percent in 2010;
Earnings per share is Tk 4.70 in 2011 compared to
Tk 3.98 in 2010;
Board of Directors recommended stock dividend of
20 percent and cash dividend of 10 percent for the
year 2011.
Prot before Tax by segments
Taka in billion
Growth
(%)
Conventional Banking 5.81 4.79 21.29
Islamic Banking 0.86 0.75 15.50
Off-shore Banking 0.12 0.10 21.29
Total 6.79 5.64 20.39
Conventional banking remained the main
contributor to prot;
All the segments showed strong growth of prot.
Balance Sheet Growth, Asset Quality and
Capital Position
PBLs total asset increased by Tk 45.61 billion and
stood at Tk 199.95 billion as at end of December
2011 indicating a growth of 29.55 percent;
Loans and advances increased by Tk 23.35 billion
and stood at Tk 139.41 billion as at December 2011
indicating a growth of 20.12 percent;
Total deposits grew by Tk 35.25 billion and stood at
Tk 159.82 billion as at December 2011 indicating a
growth of 28.29 percent;
Non-performing loan stood at 1.37 percent in 2011
compared to 1.18 percent in 2010;
Capital adequacy ratio as per Basel-II stood at
12.49 percent at the end of December 2011 which
was 11.69 percent at the end of December 2010.
Deposits
Core customer deposits continued to increase.
Customer deposits consist of 97.32 percent of total
deposits as at December 2011;
[ 74 ]
Savings deposit of the bank showed growth of
17.27 percent and its share to total deposit stood
at 11.23 percent;
Low cost and no cost deposits showed growth
of 11.77 percent. However, high cost deposits
registered a growth of 38.38 percent as liquidity
pressure in the market compelled the bank, a
Primary Dealer, to go for mobilization of additional
high cost deposits to purchase treasury bills / bonds
which were devolved by Bangladesh Bank
Strong brand image, efcient customer services
along with retail liability campaign were keys to the
commendable growth rate.
Loans and advances
Loans and advances were well spread. Retail
and SME sector showed signicant growth during
2011;
Phase out of lending interest rate caps was initiated
in March 2011 by Bangladesh Bank starting with
loans other than industrial term loans and loans
for export, agriculture and essential imports. As a
result the spread of the bank gradually improved
in spite of increase of interest rates on deposits
arising from tight liquidity position in the market;
Non-performing loan increased during the year by
Tk 540 million but stood at 1.37 percent which is
much below the market average of 7.30 percent. As
such the asset quality may be termed as strong;
PBL made adequate provision against bad
and doubtful debt as per Bangladesh Bank
requirement.
Capital Management and Basel-II
As per Basel-II guidelines issued by Bangladesh
Bank, PBL has been continuously assessing its
capital requirement both in terms of Tier-I and
Tier-II. All the options have been weighed in order
to keep a strong capital base as well as ensure
increased shareholders value;
In order to support the business growth stress was
given for internal capital generation by maintaining
strong protability for the shareholders. More details
regarding capital management and Basel-II are
given in the Market Discipline- Pillar-III Disclosures
under Basel-II chapter in this report.
Cash ow statement of PBL
During the year under review, PBL had a net cash inow
of Tk 4,643 million as shown below:
Taka in million
Net cash ows from operating activities 7,466 (5,913)
Net cash ows from investment activities (2,535) 28
Net cash ows from nancing activities (288) 5,541
Net increase / decrease in cash 4,643 (344)
Net Cash ows from operating activities
The major component of net cash ow from operating
activities is operating prot by eliminating the effect of
depreciation and provisions. Net cash ow was positive
as the increase in loans and advances and purchase
of trading securities (treasury bills) were adequately
covered by customer deposits and borrowings from
Bangladesh Bank under repo facilities to primary
dealers.
Net Cash ows from investment activities
Net cash ow is negative as the bank realized sale
proceeds from securities less than the amount for
purchase of land and building for its business and make
payment against lease obligations.
Net Cash ows from nancing activities
Net cash ow was negative as 5 percent cash dividend
for 2010 was distributed to the shareholders in 2011.
Liquidity statement
From the liquidity statement it transpires that the
cumulative gap is positive and pressure from
liquidity is minimal.
In order to meet the withdrawal demand Bank
maintained adequate liquid assets as per regulation.
Following CRR and SLR ratio was maintained as
against the regulatory requirement:
Particulars
Required
(%)
Maintained
(%)
Cash Reserve Require-
ment (CRR)
6.00 6.22
Statutory Liquidity Ratio
(SLR)
19.00 32.96
Managing Risk
PBL Group recognizes and takes proactive measures
to manage various risks posed by the ever-changing
business environment. These risks which include credit
risk, market risk, liquidity risk and operational risk are
comprehensively dealt with and systematically managed
by established limits and control. PBL established a
structured frame work for risk management which is
intended to balance risk against returns. Details of risk
management of PBL are given in Risk Management
chapter of this report.
Monitoring performance through Key
Performance Indicators
The bank tracks the performance against number of
bench marks known as key performance indicators.
The KPIs fall under two categories; nancial and non-
nancial. The KPIs are used to track performance
against the planned targets, comparison of previous
years results and industry bench mark.
Financial key performance indicators
Deposits and loans are the two important elements
considered in monitoring the performances. This
helps the management to plan business expansion
vis--vis liquidity. Deposit performance is measured
in terms of cost of deposits, mix of deposits. Credit
is monitored in terms of yield on advance and
impairment charges. PBL kept the lead in deposits
and loans and advances among the conventional
private commercial banks;
Asset and liability mix is monitored to ensure
expected protability, efciency as well as to
achieve diversication;
Off-balance sheet exposure i.e., letter of credit,
export and guarantee are monitored as these are
important sources of fee based income. Margin
and commission aspects are looked into;
Revenue growth and revenue mix indicate the
business growth and sources of income. This helps
the management how well is our business mix and
what actions should be taken for a balanced growth;
Cost to income ratio is an important tool which the
management uses to determine the efciency of
consumption of resources for creating income;
NPL ratio measures the asset quality of the bank
and helps in managing asset portfolio;
Net prot before tax measures the operating
efciency of the management and is important for
determining the productivity of the employees;
Return on average equity measures the return on
the average capital invested in the business;
The steady dividend policy of PBL aims to deliver
sustainable and growing returns to shareholders
by remaining a responsible corporate citizen;
The earnings per share ratio shows the level of
earnings generated per ordinary shares.
Non-nancial key performance indicators
The most important indicator is customer
satisfaction. It is the key to the development of
business. Research and Development Division
reviews the customer satisfaction level. It also
undertakes mystery shopping to nd out efciency
of our customer service system;
Through ATM usage survey, we can track the
number of transaction processed, resilience of our
system in terms of service availability target. The
survey indicates gradual increase of transactions
indicating customer satisfaction;
As PBL always emphasize for being compliant,
above all the issues compliance status is regarded
as a very important non-nancial KPI in PBL.
Product and Services and Information
Technology
PBL will depend more on technology and shall convert
its products supported by the core banking software.
Risk factors
It is needless to say that there are certain risk factors
which are external in nature and can affect the
business of the bank. The factors discussed below can
signicantly affect the business:
General business and political condition
PBLs performance greatly depends on the general
economic conditions of the country. The effect of
recession is still unfolding which may result to slow
down in business environment. Political stability is
must for growth in business activities.
Changes in credit quality of borrowers
Risk of deterioration of credit quality of borrowers
is inherent in banking business. This could result
due to global economic crisis and supply side
distortion. The changes in the import prices
affected the commodity sectors and ship breaking
industry. Deterioration in credit quality requires
provisioning.
Changes in policies and practices of regulatory
bodies to revise practices, pricing and
responsibilities of the nancial institutions
PBL is subject to regulations and compliance of
regulation is must. Changes in policies with regard
to interest rates, pricing have signicant effect on
the performance of the bank. Bangladesh Bank
is expected to continue its persuasion to reduce
the spread and charges further which is likely to
affect the performance. Changes in provisioning
requirement will also affect the performance of the
bank.
[ 76 ]
Implementation of Basel-II
Basel-II is fully effective from 2010 and PBL
needs to be complied with respect to credit risk
management, its supervision and establishment
of effective internal control. The grading of the
borrowers and its link with capital requirement may
slow down the credit expansion. The establishment
of effective control requires more investment in
technology and operating expenses are likely to
increase.
Volatility in equity market
Securities and Exchange Commission and the
stock exchanges improved their supervisory role
but the equity market is still volatile. The recession
fear also added to the volatility. If volatility continues
it is likely to affect the performance of the bank.
Changes in market conditions
Changes in market conditions particularly interest
rates on deposits and volatility in foreign exchange
market is likely to affect the performance of the
bank. Depositors are becoming increasingly price
sensitive and any unilateral upward change by a
bank will exert pressure on interest rate structure
of the banking sector. It is feared that wage
earners remittances may decline due to fall in job
opportunity in international market. Unless offset
by export performances, there may be pressure in
the foreign exchange market.
The risk of litigation
In the ordinary course of business, legal actions,
claims by and against the bank may arise. The
outcome of such litigation may affect the nancial
performance of the bank.
Success of strategies
PBL is proceeding with its strategic plan and its
successful implementation is very important for
its nancial performance. Major deviation due
to external and internal factors will affect the
Operational risk
Operational risk is inherent to all businesses more
so when the operation is technology based. PBL
is now using its core banking software Temenos
T24, but that requires other hardware and software
support. Although all risk mitigation techniques are
taken but it is not certain that there may not be any
major failure in the operating system arising from
error, fraud etc. This type of failure may impact the
Future outlook
Bangladesh economy is expected to grow by 6.5-7.0
percent during 2012 provided there in no let-up in the
process of increasing foreign demand, strengthening
the supportive macroeconomic policies and subduing
ination. However, there are several key challenges
like persistent shortages of power and gas, probable
continuation of decline in manpower exports affecting
remittance inows, risk of exacerbating domestic
ination caused by upward revision of energy prices,
oods and other natural disasters and climate change.
The monetary policy is assumed to ensure that
productive credit growth is not crowded out. Policy
support will be directed towards adequate credit ows
towards all productive but under-served and un-served
sectors especially in agriculture sector, SMEs, women
entrepreneurs, renewable energy and efuent treatment
projects. In these initiatives innovative partnerships
between banks, micronance institutions, mobile phone
and smart card based IT platforms for efcient and
cost effective customer service will be continued to be
encouraged and supported. Banks would be pursued
by Bangladesh Bank to reduce interest spread for
productive sectors and improve managerial efciency
by reducing the burden of non-performing loans.
The nancial sector of the country is also expected
to continue showing good results during 2012. The
banking sector is still the most promising and structured
sector of the economy. It is also the most preferred
sector for the investors of the bourses as increased
remittance ow, good export performance and steady
industrial growth, accelerated performance in SME and
consumer loan, implementation of risk management
and corporate governance are likely to have positive
impact in the performance of the banking sector. PBL is
well positioned to meet the challenges of 2012 and will
continue to strive to innovate and capture opportunity
for growth and value creation. The bank will continue
to harness the potentials of retail, credit card, SME,
agriculture and remittance market. The bank will focus
on its IT developments and large customer base to
generate more business from existing and potential
customers. However, continued pressure on interest
margins, fees, exchange earnings and increased
provision requirement for retail, credit card, SME and
Off-balance sheet exposures and compliance with
Basel-II will pose a challenge to the nancial sector.
In its pursuit for growth, PBL is fully prepared to meet
the challenges of capital adequacy under Basel-II by
adhering to good corporate governance and practices,
sound risk management policies and strict credit
evaluation procedure.
Management Teams
Corporate Banking Team
Team of Company Secretary
International Division Team
IT Team
CRM Team
L&SSD Team
[ 78 ]
Management Teams
C & PARD Team
Finance Team
Legal & Recovery Team
Marketing Team
Credit Card Team
Human Resources Team
[ 79 ]
As strong as you desire
[ 80 ]
Risk
Management
Risk is the difference between actual and expected
outcome. It cant be mitigated entirely but it can be
mitigated partially through diversication. Thats why
risk must be assessed and addressed. Assessing can
be done through sensitivity and simulation analysis.
Risk can be addressed in two ways. It can be priced
within nancial decision process or it can be hedged.
Risk can be priced by risk adjusted discount rate and
Capital Asset Pricing Model (CAPM) approach. Hedging
can also be done in two ways- using options or without
options. When hedging is done by options, call or put
option is used. When hedging is done without using
options, high cash reserve is maintained.
Taking on various types of risk is integral to the banking
business. Sound risk management and balancing
risk-reward trade-offs are critical to a banks success.
Business and revenue growth have therefore to be
weighed in the context of the risks implicit in the banks
business strategy. Of the various types of risks a
bank is exposed to, the most important are credit risk,
market risk (which includes liquidity risk and price risk)
and operational risk. The identication, measurement,
monitoring and management of risks accordingly remain
a key focus area for the bank.
The risk management policy of the bank operates under
5 broad principles:
Oversight by the Board / Executive Committee. Board
approves policies and processes of risk management
which is recommended by the top management and
Executive Committee approves the credit proposals
submitted by the top management;
Audit Committee of the Board reviews the internal
audit reports of the bank and risk management
covering credit risk, operational risk including money
laundering risk, market risk and liquidity risk;
Dedicated independent Risk Management Units
viz Credit Risk Management Department, Credit
Administration Department, Credit Monitoring
and Recovery Department, Internal Control and
Compliance Division, Internal Audit Division, IT Audit
and Security Department and Money Laundering
Risk through Chief Compliance Ofcer of the
bank and Compliance Ofcers posted at different
branches;
Dedicated committee at management level has been
set up to monitor risk viz. credit risk through Credit
Review Committee / and Risk Management Unit,
operational risk through Management Committee
and Internal Control and Compliance Division,
market and liquidity risk through Asset Liability
Committee (ALCO) and information risk through
MRS Committee.
In order to streamline risk control features in a
more effective manner, PBL has put in place its
Standard Operating Procedure (SOP) in line with
internationally accepted best practices. SOPs cover
all operating departments including Corporate
Banking, SME Banking, Retail Banking, Credit,
Foreign Exchange, Treasury, Human Resources
and Financial Administration. The SOPs include
all processes related to the initiation, maintenance,
settlement/closure and recording for the entire range
of products offered by the bank. SOPs help the bank
maintain control over its operations, clarify the links
with the IT system, act as an effective communication
tool that will reduce training time, and improve risk
management and work consistency.
Risk Management Process
PBLs risk management process is based on a
clear understanding of various risks, disciplined
risk assessment and measurement procedures and
continuous monitoring. The policies and procedures
established for this purpose are continuously
benchmarked with international best practices. The
Board of Directors has oversight on all the risks
assumed by the bank. Specic Committees have been
constituted to facilitate focused oversight of various
risks. Risk management process in PBL consists of:
A. Identication,
B. Measurement,
C. Aggregation,
D. Planning and controlling,
E. Monitoring
A. Identication: A banks risks have to be identied
before they can be measured and managed. Typically
PBL distinguishes the following risk categories:
Credit risk
Market risk
Operational risk
Liquidity Risk
Reputation Risk and
Islamic banking risk
B. Measurement: The consistent assessment of
the above-mentioned types of risks is an essential
prerequisite for successful risk management. Credit
risk assessment and measurement in PBL is calculated
on the basis of possible losses from the credit portfolio.
Potential losses in the credit business can be divided
into expected losses and unexpected losses. Expected
losses are derived from the borrowers expected
probability of default and the predicted exposure at
default less the recovery rate, i.e., all expected cash
ows, especially from the realization of collateral. The
expected losses should be accounted for in income
planning and included as standard risk costs in the credit
conditions. Unexpected losses result from deviations in
losses from the expected loss.
C. Aggregation: When aggregating risks, it is important
to take into account correlation effects which cause a
banks overall risk differing from the sum of the individual
risks. This applies to risks both within a risk category as
well as across different risk categories.
D. Planning & Controlling: Furthermore, risk
management in PBL has the function of planning the
banks overall risk position and actively managing the
risks based on these plans. Managing the risks should
be taken to mean the following: the selective limitation
of risk positions as well as the mitigation, or possibly
increase of these positions by means of nancial
instruments or suitable techniques.
E. Monitoring: Risk monitoring is used to check whether
the risks actually incurred lie within the prescribed limits,
thus ensuring an institutions capacity to bear these
risks.
The above process of risk management has been
undertaken in PBL in a cyclical manner which implies
that if any risk(s) remains un-attended, it will be
addressed though the repetition in the process which
started with identication of those factors and the
process continues.
Credit Risk Management
Principles for the Management of Credit Risk in
PBL
While nancial institutions have faced difculties
over the years for a multitude of reasons, the major
cause of serious banking problems continues to be
directly related to lax credit standards for borrowers
and counterparties, poor portfolio risk management,
or a lack of attention to changes in economic or other
circumstances that can lead to a deterioration in the
credit standing of a banks counterparties. Credit risk
is most simply dened as the potential that a banks
borrower or counterparty will fail to meet its obligations
in accordance with agreed terms. The goal of credit
risk management is to maximize a banks risk adjusted
rate of return by maintaining credit risk exposure within
acceptable parameters. Banks need to manage the
credit risk inherent in the entire portfolio as well as the
risk in individual credits or transactions. Banks should
also consider the relationships between credit risk and
other risks. The effective management of credit risk is a
critical component of a comprehensive approach to risk
management and essential to the long-term success of
any banking organization.
The sound practices set out in this document specically
address the following areas:
Establishing an appropriate credit risk environment;
Operating under a sound credit granting process;
Maintaining an appropriate credit administration,
measurement and monitoring process; and
Ensuring adequate controls over credit risk.
The credit risk management policy of PBL operates as
under:
A. Establishing an appropriate credit risk
environment
The Board of Directors has the responsibility for
approving and periodically reviewing the credit risk
strategy and signicant credit risk policies of the bank.
The strategy reects banks tolerance for risk and the
level of protability the bank expects to achieve for
incurring various credit risks.
Senior management has the responsibility for
implementing the credit risk strategy approved by the
Board of Directors and for developing standard policies
and procedures for identifying, measuring, monitoring
and controlling credit risk. Such policies and procedures
address credit risk in all of the banks activities and at
both the individual credit and portfolio levels.
Banks identify and manage credit risk inherent in all
products and activities. Banks ensure that the risks
of products and activities new to them are subject
to adequate procedures and controls before being
introduced or undertaken, and approved in advance
by the Board of Directors or its appropriate committee.
In order to streamline risk control features in a more
effective manner, PBL has put in place its Standard
Operating Procedure (SOP) in line with internationally
accepted best practices.
[ 82 ]
Risk Management
B. Operating under a sound credit granting
process
The bank is operating under sound, well dened credit-
granting criteria. These criteria include a thorough
understanding of the borrower or the counterparty, as
well as the purpose and structure of the credit, and its
source of repayment.
Credit facilities are allowed in a manner so that
credit expansion goes on ensuring optimum asset
quality i.e., banks standard of excellence shall not
be compromised;
PBL carefully avoids name lending. Credit facility is
being allowed absolutely on business consideration
after conducting due diligence;
Risks inherent in a credit proposal are being
identied and appropriate mitigating factors are
applied;
Collateral offered against a credit facility is properly
valued and veried by the concerned Relationship
Ofcer and/or Relationship Manager and re-valued
and re-veried annually in the subsequent period(s).
In addition, the same collateral is valued and veried
by an enlisted surveyor of the bank which is now
applicable for all customers irrespective of any
amount;
Risk grading of the accounts have been done as per
Bangladesh Banks guidelines. Any credit approval/
sanction shall be subject to the banking regulations
in force or to be imposed by the regulatory body
from time to time and to the changes in the banks
policy. This is to be specically mentioned in the
sanction letter issued to the customer. Compliance
Report on CRG at the each end of the quarter to be
given to CRM at Head Ofce. Data collection check
list and limit utilization format have been prepared
for regular assessment. Internal Audit Division
independently reviews the risk grading at the time
of auditing the branches.
The bank has established overall credit limits at the
level of individual borrowers and counterparties, and
groups of connected counterparties that aggregate in
comparable and meaningful manner for different types
of exposures, both in the banking and trading book and
on and off the balance sheet.
Credit Risk Components and Key Parameters
PBL will always comply with the prevailing banking
regulations regarding Single Customer Exposure Limit
set by Bangladesh Bank from time to time. Credit facility
to a single customer (Individual, Enterprise, Company,
Corporate, Organization, and Group) shall be treated
as Large Loan if total outstanding amount against the
limit at a particular point of time equals or exceeds 10
percent of the total capital of the bank. PBLs total Large
Loan Portfolio exposure shall not exceed 56 percent of
the total outstanding loans and advances at any point
of time.
The bank has a clearly-established process in place
for approving new credits as well as the extension of
existing credits. A thorough credit risk assessment
is done before granting loan. The Credit Risk
Assessment includes borrower risk analysis, industry
risk analysis, historical nancial analysis, projected
nancial performance, the conduct of the account, and
security against the proposed loan. The assessment
originates from relationship manager / account ofcer
and approved by Credit Committee at Head Ofce. The
Credit Committee under delegated authority approves
the credit proposals. Executive Committee of the Board
approves the proposals beyond the authority limit of the
Credit Committee. The Board of Directors reviews the
proposals approved by the Executive Committee.
All extensions of credit made on an arms length
basis. In particular, credits to related companies and
individuals must be monitored with particular care and
other appropriate steps taken to control or mitigate the
risks of connected lending. Credit operation of the bank
should contribute at optimum level within the dened
risk limitation. In other words, credit facilities should be
extended in such a manner that each deal becomes
a protable one so that the bank can achieve growth
target and superior return on capital.
C. Maintaining an appropriate credit administration,
measurement and monitoring process
The bank has in place a system for the ongoing
administration of various credit risk-bearing portfolios.
Dedicated independent risk management units like
Credit Risk Management Unit, Credit Administration
Department, Credit Monitoring and Recovery
Department, Internal Control and Compliance Division,
and Internal Audit Division are developed for these
purposes. Dedicated committee at management level
has been set up to monitor risk viz. credit risk through
Credit Review Committee / and Risk Management
Unit.
PBL has a system of tracking Early Alert Accounts. An
Early Alert Account is one that has risks or potential
weaknesses of a material nature requiring monitoring,
supervision, or close attention of the management. If
such weaknesses are left uncorrected, they may result
in deterioration of the repayment prospects for the asset
or in the banks credit position at some future date with a
likely prospect of being downgraded. Early identication,
prompt reporting and proactive management of
Early Alert Accounts are prime responsibilities of all
Relationship Managers/Ofcers and the whole process
is a continuous one. An Early Alert Report is completed
by the RM and sent to the approving authority in CRM
for any account that is showing signs of deterioration.
The Risk Grade is changed and referred to CRM
department for assistance in recovery.
The bank has in place a system for monitoring the
condition of individual credits, including determining
the adequacy of provisions and reserves. For NPL
Provisioning and Write-off, the guidelines established
by Bangladesh Bank for CIB reporting, provisioning and
write-off of bad and doubtful debts, and suspension of
interest are followed in all cases.
The RU Account Manager determines the Forced Sale
Value (FSV) of NPL accounts. Forced Sale Value is
generally the amount that is expected to be realized
through the liquidation of collateral held as security
or through the available operating cash ows of the
business, net of any realization costs. Provision is
maintained for any shortfall in the Forced Sale Value
Credit approval process in PBL sub-divided into a large number of individual process steps
[ 84 ]
Risk Management
to cover total loan outstanding once an account is
classied.
PBL has information systems and analytical techniques
that enable the management to measure the credit
risk inherent in all on- and off-balance sheet activities.
The management information system should provide
adequate information on the composition of the credit
portfolio, including identication of any concentrations
of risk.
The bank has in place a system for monitoring the
overall composition and quality of the credit portfolio. All
credit extensions must comply with the requirements of
banks Memorandum and Articles of Association, Bank
Company Act, 1991 as amended from time to time,
Bangladesh Banks instruction circulars, guidelines and
other applicable laws, rules and regulations, banks
Credit Risk Management Policy, Credit Operational
Manual and all relevant circulars in force. Any deviation
from the internal policy of the bank must be justied
and well documented. The portfolio shall always
be well diversied with respect to sector, industry,
geographical region, maturity, size, economic purpose
etc. Concentration of credit shall be carefully avoided to
minimize risk.
PBL takes into consideration potential future changes
in economic conditions when assessing individual
credits and their credit portfolios, and assesses their
credit risk exposures under stressful conditions. An
important element of sound credit risk management
involves discussing what could potentially go wrong with
individual credits and within the various credit portfolios,
and factoring this information into the analysis of the
adequacy of capital and provisions.
D. Ensuring adequate controls over credit risk
PBL has established a system of independent, ongoing
credit review and the results of such reviews are
communicated directly to the Board of Directors and
senior management.
PBL ensures that the credit-granting function is being
properly managed and that credit exposures are within
levels consistent with prudential standards and internal
limits. The bank has established and enforced internal
controls and other practices to ensure that exceptions to
policies, procedures and limits are reported in a timely
manner to the appropriate level of management.
PBL has a system in place for managing problem credits
and various other workout situations. All NPLs are
assigned to Account Manager(s) within the Recovery
Department, who is responsible for coordinating and
administering the action plan/recovery of the account,
and serve as the primary customer contact after the
account is downgraded to substandard.
Liquidity Risk Management
Liquidity risk is the risk to a banks earnings and capital
arising from its inability to timely meet obligations when
they come due without incurring unacceptable losses.
The liquidity risk of banks arises from funding long term
assets by short-term liabilities.
Liquidity risk arises for two fundamental reasons: a
liability side reason and an asset side reason. The
liability side reason occurs when a nancial institutions
liability holders such as depositors, seek to cash in their
nancial claims immediately. When liability holders
demand cash immediately by withdrawing deposits, the
nancial institution needs to borrow additional fund or
sell assets to meet the withdrawal. Financial institutions
normally do not maintain high cash reserve as it does
not pay any interest. Rather they invest in long term
less liquid assets. While most assets can be turned
into cash eventually, for some assets this can be done
only at a high cost when the assets must be liquidated
immediately. The price the asset holder must accept for
immediate sale may be far less than it would receive
with a longer horizon over which to negotiate a sale.
The second cause of liquidity risk is asset side liquidity
risk: supplying off balance sheet loan commitments.
Loan commitments allow a customer to borrow funds
from a nancial institution over a commitment period
on demand. When a borrower draws on its loan
commitment, the FI must fund the loan on the balance
sheet immediately. This creates a demand for liquidity.
As it can happen with liability withdrawals, an FI can
meet such a liquidity need by running down its cash
assets, selling off other liquid assets or borrowing
additional funds.
To this end, PBL maintains diversied and stable
funding base comprising of core retail, corporate and
institutional deposits. The bank maintained sufcient
liquid assets for meeting the funding requirements. The
principle responsibility of the liquidity risk management
of the bank rests with Treasury Division, which maintains
liquidity based on historical requirements, current
liquidity position, anticipated future funding requirement,
sources of fund, options for reducing funding needs,
present and anticipated asset quality, present and
future earning capacity, present and planned capital
position. ALCO monitors the liquidity management of
Treasury by i) setting tolerance limit for cumulative cash
ow mismatches, ii) setting limit on loan to deposit ratio,
iii) setting limits on dependence on institutional deposits
which are volatile in nature.
From the liquidity statement it can be seen that out of total
deposit liabilities of Tk 1,59,815.70 million, contractual
maturity of liability within 1 year is Tk 1,17,433.20
million. In the liquidity statement it transpires that there
is minimal positive gap till 1-5 years bucket and there
is huge gap in over 5 years maturity bucket. So the
cumulative gap is positive and pressure from liquidity
is minimal.
Market Risk
Market risk can be dened as the risk related to the
uncertainty of an FIs earnings on its trading portfolio
caused by changes in the market conditions such as
the price of an asset, interest rates, market volatility and
market liquidity. Treasury Division manages the market
risk and ALCO monitors the activities of Treasury
Division in managing the risk. Market risk consists of
four types of risk. They are as follows:
Interest Rate Risk
Interest rate risk is the risk (variability in value) borne by
an interest-bearing asset, such as a loan or a bond, due
to variability of interest rates. In general, as rates rise,
the price of a xed rate bond will fall, and vice versa.
Interest rate risk is commonly measured by duration.
Banks face many types of interest rate risk. They are
as follows:
Basis Risk: The risk occurs when yields on assets and
costs on liabilities are based on different bases. In some
circumstances, different bases will move at different
rates or in different directions, which can cause erratic
changes in revenues and expenses.
Yield Curve Risk: The risk presented by differences
between short term and long term interest rates. Short
term rates are normally long term rates and banks earn
prot by borrowing short term money and investing in
long term assets. But the relationship between long
term and short term rates can shift quickly which can
cause erratic changes in revenues and expenses.
Re-pricing Risk: The risk presented by assets and
liabilities that are repriced at different times and rates.
For instance, a loan with a variable rate will generate
more interest income when rates rise and less interest
income when rates fall. If the loan is funded with xed
rate deposits, the Banks interest margin will uctuate.
Model Risk: The risk presented by mathematical models
used to price assets and liabilities not directly quoted on
the market. Interest rate pricing models are based on
reasonable assumptions about the behavior of interest
rates that may fail in particular market conditions.
The short term impact of changes in interest rates is on
the banks Net Interest Income (NII). In a longer term,
changes in interest rates impact the cash ows on the
assets, liabilities and off-balance sheet items, giving
rise to a risk to the net worth of the bank arising out of all
re-pricing mismatches and other interest rate sensitive
position.
Maturity grouping of rate sensitive assets and liabilities
of the bank shows signicant positive gap in the rst
quarter and moderate negative gap in the second
quarter and moderate positive gap in the rest two
quarters. If market rates shift upward by 1 percent the
bank will enjoy a positive earning to the tune of Tk 43.37
million during 1 year period and vice versa. The impact
is very insignicant compared to total revenue of the
bank and also within the acceptable limit as stipulated
by Bangladesh Bank.
Foreign Exchange Risk Management
It is the risk that the bank may suffer losses as a result
of adverse exchange rate movements during a period
in which it has an open position in an individual foreign
currency. In addition, the bank is also exposed to
interest rare risk and settlement risk on account of its
foreign exchange business.
Foreign exchange risks are measured and monitored
by Treasury Division. To evaluate the extent of foreign
exchange risk, a Liquidity Gap Report is prepared for
each currency. Gap or mismatch of maturities can
arise either because of speculative trading positions or
due to a customer transaction resulting in a long or a
short position for the bank. The overall foreign currency
exposure limit is USD 36.15 million equivalents to Tk
2,958.98 million or on overnight basis as stipulated by
the central bank. The sum of the net overall positions
in different currencies results in a positive net assets
position of Tk 1,452.03 million. The overall exposure
does not exceed the stipulated limit.
[ 86 ]
Risk Management
Equity Risk
Equity risk is dened as losses due to changes in
market price of equity held. To measure and identify the
risk, mark to market valuations of the share investment
portfolios are done. Mark to market valuation is done
against a predetermined limit. At the time of investment,
following factors are taken into consideration:
Security of investment
Fundamentals of the securities
Liquidity of the securities
Reliability of earnings
Capital appreciation
Risk factors
Implication of taxes
Operational Risk Management
Operational risk is dened as the risk of loss resulting
from inadequate or failed internal processes, people and
systems, or from external events. Operational risks vary
in their components. Some are very high occurrence
with low value risk and some are low occurrence with
high value risks. Third consultative paper of Basel-II
recommended event based classication of operational
risks:
Internal fraud
External fraud
Employment practices and workplace safety
Client, products and business practices
Damage to physical assets
Business disruption and system failure
Execution, delivery and process management
Based on the classication, following type of operational
risks can be identied:
In PBL, operational risks are identied and measured in
the following manner:
Risks are identied with reference to the relevant
policy manuals, processes, procedures and
practices;
Accounts are evaluated as per Departmental Control
function Check List (DCFCL)
Incident reporting and analysis of causes and actions
taken on losses from fraud and control lapses;
Review of safety and control measures of
premises.
Risk control and measurement taken by PBL are as
under:
Manuals and Standard Operating Procedures are
in place and implementation of those are regularly
monitored;
Regular review of system and network by Management
Committee (MANCOM) and Management Reporting
System Committee (MRSC);
Management through Internal Control and
Compliance Division. Internal Control and
Compliance Division undertakes periodical and
special audit of branches and departments at Head
Ofce for review of the operation and compliance
of statutory requirement. The Audit Committee of
the Board subsequently reviews the reports of the
Internal Control and Compliance Division;
Comprehensive and special audit of branches and
business units by Internal Audit Division, Internal
Control and Compliance Division;
Risk based audit by Internal Audit Division;
Segregation of duties and multi-tier approval
procedure;
Conduct IT Audit on regular basis;
Establishing a Data Center for backup of data and
information;
Regular testing of systems back-up procedure and
contingency plan.
Prevention of Money Laundering
Money laundering risk is dened as the loss of reputation
and expenses incurred as penalty for being negligent
in prevention of money laundering. Bangladesh Bank
Guidelines on Anti-Money Laundering contains the
following major issues which have been incorporated
in banks policy:
Duly lled in KYC (Know Your Customer) Form is a
must for account opening;
TP (Transaction Prole) in which every customer
must specify what will be the frequency and amount
of transactions;
There should be a monitoring function to monitor
unusual /suspicious transaction which needs to be
reported to Bangladesh Bank;
Cash Transaction Report (CTR) is to be sent to the
Bangladesh Bank on every month for the customers
depositing or withdrawing cash above Tk 0.70
million in any day in a bank branch;
Records should be maintained for 5 (ve) years;
Appoint Compliance Ofcer in every branch and
Chief Compliance Ofcer at Head Ofce;
Train ofcials on anti-money laundering;
Customers should be classied on the basis of risk;
Customer Acceptance Policy should be prepared;
STR to be reported as and when detected.
The chapter on Corporate Governance in this Annual
Report contains details of the control measures at Head
Ofce and branch level.
Internal Control and Compliance
Internal Control and Compliance is a management
process designed to achieve:
Effectiveness and efciency of operations
Reliable nancial reporting
Compliance with laws and regulations
The chapter on Corporate Governance in this
Annual Report contains details of internal control and
compliance measures of the bank.
Islamic Banking Risk
Islamic banking is becoming a popular mode of banking
because of its Shariah complied principles. In many
countries, there are separate Islamic banking banks and
also banks which are operating under both Conventional
and Islamic mode of banking. In addition to the credit
risk, market risk, liquidity risk and operational risk there
are other risks in Islamic banking operation.
Shariah Non-Compliance Risk arises from the
failure of the banks to comply with Shariah rules and
regulations. As more and more banks are operating
under both Conventional and Islamic banking, it
is becoming increasingly important to comply with
Shariah rules and regulations for the sustainability
of Islamic banking. Based on historical reviews,
the potential areas of Shariah noncompliance is
assessing potential prots that cannot be recognized
as eligible prots under Shariah Principle.
Fiduciary risk is the risk that arises from banks
failure to perform in accordance with explicit and
implicit standards applicable to their duciary
responsibilities. As a result of losses in investments,
banks may become insolvent and therefore unable
to (i) meet the demands of current account holders
for repayment of their funds; and (ii) safeguard the
interests of their PLS (Prot Loss Sharing) deposit
holders. Banks may fail to act with due care when
managing investments resulting in the risk of
possible forgone prots to PLS deposit holders.
In order to reduce Shariah non-compliance risk, the
Muraqibs regularly conducted Shariah audit. Fiduciary
risk is controlled through banks risk management
process.
Information and Communication
Technology Risk
We are living in an era of information and communication
technology and banks have become more technology
driven these days. Use of computer, internet has
become a common practice in the banking industry.
There are certain risks involved in the use of information
and communication technology. This risk may arise
from malfunction of system, failure of network, lack of
knowledge about the use of technology, virus attack,
hacking etc.
To manage IT related risk, PBL has adopted Core
Banking Software TEMENOS T24 for its Bank
management. PBL has also taken steps to secure
data through Disaster Recovery (DR) site. It has two
DR site located in Uttara and Gulshan to make sure
that the bank is operating smoothly under unavoidable
circumstances. PBL has an IT Audit and Security
team formed as per the Central Banks Guideline. It is
conducting IT Audit in each branch on a periodic basis
and providing suggestions to higher management. IT
Division is also managing IT related training programs
to make sure that employees are aware of IT risk related
issues. The chapter on Corporate Governance in this
Annual Report contains details of IT audit.

Borrowers Rating
Borrower rating is the offshoot of banks Capital
Adequacy Requirement under Base-II framework
applicable for scheduled banks. Basel Capital Accord-II
in respect of capital measurement and capital standards
aligns capital of a bank more closely with the underlying
risk a bank undertakes through providing funded and
non-funded facilities/guarantees/commitments to the
clients/in favor of clients/counterparty. With a view to
smooth implementation of Basel-II Accord, management
of our bank had decided to conduct Credit Rating of our
Corporate Borrowers through External Credit Rating
Assessment Institutions (ECAIs).
[ 88 ]
Risk Management
Since inception, Risk Management Unit (RMU) has
taken over the mentorship to rate its corporate exposures
through ECAIs. RMU has continued its all out efforts to
ensure the timely and proper completion of borrower
rating through guidance, series of meetings and written
correspondences with the allied stakeholders.
As a result of vigorous effort and continuous persuasion,
out of total 410 nos. eligible borrowers of PBL having
exposures of BDT 100 million and above, rating of 158
borrowers (38.54 percent of eligible borrowers) has
been completed till December 31, 2011. Another 79
borrowers have already signed agreement with ECAIs.
It is expected that by the end of 2nd quarter of 2012,
total 237 eligible borrowers out of total 410 borrowers
will be rated through ECAIs which will cover 57.80
percent of the eligible borrowers.
The rating category of the158 borrowers of PBL is
as follows:
Bangladesh
Bank
Rating
Grade
Equivalent
Rating of
CRISL
Equivalent
Rating of
CRAB
No. of
Rated
Customers
of PBL
% of Total
rated
Customers
BB Grade 1 AAA,
AA+, AA,
AA-
AAA, AA1,
AA2, AA3
34 21.52%
BB Grade 2 A+, A, A- A1, A2, A3 61 38.60%
BB Grade 3 BBB+,
BBB,
BBB-
BBB1,
BBB2,
BBB3
59 37.35%
BB Grade 4 BB+, BB,
BB-
BB1, BB2,
BB3
4 2.53%
Total 158 100%

Capital Relief through Borrower Rating:
Against each individual exposure type, a risk weight
has been assigned by Bangladesh Bank which is used
to measure the amount of regulatory capital that will
be required to be maintained against such exposure.
According to the Standardized approach of Basel II
framework, the risk weight will be based on credit rating
of the borrower prepared by External Credit Rating
Assessment Institutions (ECAIs) duly recognized by
Bangladesh Bank. Where an exposure is secured by
guarantee or eligible nancial collateral, it may reduce
its capital charge by taking benet of the risk mitigation
described in the guidelines of Bangladesh Bank.
However, in the absence of credit rating the risk weight
against loans and advances would be higher and would
increase the requirement of maintaining regulatory
capital.
Risk Management Unit, as per the direction of the
Senior Management, places top priority on borrower
rating as there are opportunities to have signicant
capital relief if rating of all our corporate exposures can
be accomplished. A review of the capital relief (from
both funded and non-funded exposure) reveals that
till December 31, 2011; we have achieved total capital
relief of Tk. 3,247.70 million from rated borrowers.
Stress Testing
Stress Testing is a risk management technique used
to evaluate the potential effects of an institutions
nancial condition of a specic event and/or movement
in a set of nancial variables. It refers to the process
to cover multiple risk measures across categories
and complements traditional risk models. It is also an
integral part of the Capital Adequacy Framework. The
traditional focus of stress testing relates to exceptional
but plausible events.
Stress testing for credit risk assesses the impact of
increase in the level of non-performing loans (NPLs) of
the banks. This involves several shocking events. Each
shocking event contains Minor, Moderate and Major
Levels of shock.
Performing loan directly downgraded to B/L-
Sectoral Concentration 1: It is a measure of the
concentration risk where the bank has the highest
investment. It assumes that 3%, 9% and 15% of the
performing loan will be directly downgraded to B/L
category in minor, moderate and major levels of shock
respectively. Capital Adequacy Ratio (CAR) of PBL will
be 12.52%, 12.41% and 12.29% in minor, moderate and
major levels of shock respectively when considering
individual shock.
Performing loan directly downgraded to B/L-
Sectoral Concentration 2: It is a measure of the
concentration risk where the bank has the highest
investment. It assumes that 3%, 9% and 15% of the
performing loan will be directly downgraded to B/L
category in minor, moderate and major levels of shock
individual shock.
Increase in NPLs due to default of top large loan
borrowers: It represents the scenario of the bank
when top large borrowers default. It is assumed that
top 3, 7 and 10 borrowers of the bank will default in
minor, moderate and major levels of shock respectively.
Capital Adequacy Ratio (CAR) of PBL will be 6.16%,
1.94% and 1.74% in minor, moderate and major levels
of shock respectively when considering individual shock.
The bank as a part of strategy is reducing the exposure
of large loan borrower and focusing on diversication
of credit portfolio. However, we are continuously
monitoring the performance of large loan borrowers.
Besides, a good amount of security coverage is also
maintained against those large loan..
Negative shift in NPLs categories: It represents the
shift of a loan from one NPL category to the next NPL
category. It is based on the assumption of 5%, 10% and
15% downward shift in the NPLs categories in minor,
moderate and major levels of shock respectively. Capital
Adequacy Ratio (CAR) of PBL will be 12.51%, 12.13%
and 12.08% in minor, moderate and major levels of
shock respectively when considering individual shock.
Decrease in the Forced Sale Value (FSV) of the
collateral: It represents the banks condition when
FSV of collateral decreases sharply. It is based on the
assumption that FSV of collateral will fall by 10%, 20%
and 40% in minor, moderate and major levels of shock
individual shock.
Interest rate shock: It represents the condition of
the bank when interest rate changes signicantly. It is
based on the assumption that interest rate will change
by 1%, 2% and 3% in minor, moderate and major levels
of shock respectively. Capital Adequacy Ratio (CAR)
of PBL will be 11.47%, 10.37% and 9.27% in minor,
moderate and major levels of shock respectively when
considering individual shock.
Foreign exchange shock: It represents the condition
of the bank when exchange rate changes signicantly.
It is based on the assumption that exchange rate will
change by 5%, 10% and 15% in minor, moderate and
major levels of shock respectively. Capital Adequacy
Ratio (CAR) of PBL will be 12.54%, 12.51% and
12.47% in minor, moderate and major levels of shock
respectively when considering individual shock.
Equity shock: It represents the banks condition when
market value of share falls sharply. It is based on the
assumption that share price will change by 10%, 20%
and 40% in minor, moderate and major levels of shock
individual shock.
When all the shocks are considered together, the bank can
absorb minor level of shock easily. However, for absorbing
other levels of shock which is very unlikely in the industry;
the bank may require additional capital reserve.
[ 90 ]
Risk Management
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1.0 Pillar 1 Risk Management
1.1 Credit Risk
Credit risk arises from the potential that an obligor is
either unwilling to perform or its ability to perform such
obligation is impaired resulting in economic loss to the
bank. As per Bangladesh Bank guideline, PBL already
separated credit marketing, credit risk management,
and credit administration function. The credit risk in PBL
is guided by Credit Risk Management Policy which was
duly approved by the Board of Directors of the bank.
The following systems and procedures are being
followed in PBL to manage the credit risk:
a. Credit Origination: Before allowing a credit facility,
the bank makes an assessment of risk prole of
transaction.
b. Limit Setting: Establishing exposure limits for
single obligor and group of connected obligors is
an important element for Credit Risk Management.
PBL sets credit limit according to the merit of the
transaction.
c. Credit Administration: Ongoing administration of
the credit portfolio is an essential part of the credit
process. PBL has already established a centralized
credit administration department and a process
manual. Credit administration function is basically
a back ofce activity that supports and controls
extension and maintenance of credit.
d. Measuring Credit Risk through External Credit
Rating Institutions: PBL through its Risk
Management Unit is putting its best efforts to get
its corporate borrowers rated by ECAI. The bank
completed rating of 39.29 percent of total eligible
borrowers and expects to complete rating of more
than 50 percent of borrowers by the end of 2nd
quarter of 2012.
e. Credit Risk Monitoring and Control: Credit risk
monitoring refers to continuous monitoring of
individual credits inclusive of off-balance sheet
exposures to obligors as well as overall credit
portfolio of the bank. The bank has a dedicated
team to perform the function of credit risk monitoring
and control.
f. Delegation of Authority: Board of Directors is the
ultimate authority for making any credit decision
under the guidance of regulatory directives as well
as internal policy manuals. PBL has established
responsibility for credit sanctions and delegated
authority to approve credits or changes in credit
terms.
g. Managing Problem Credits: PBL has established
a system that helps identify problem loan ahead of
time when there may be more options available for
remedial measures.
1.2 Market Risk:
1.2.1 Denition: Market risk is dened as a current
or prospective threat to the banks earnings
due to movements in market prices, i.e.,
prices of securities, commodities, interest
rates and foreign exchange rates. Market
risk exposure of PBL is explicit in portfolios
of securities/equities and instruments that
are actively traded.
1.2.2 Policies Guiding Market Risk: PBL has
a separate ALCO policy, which acts as
the controlling point for any investment
activities.
1.2.3 Segregation of Responsibilities: The
Asset and Liability Committee (ALCO) holds
overall responsibility for market risk and sets
the limit for trading positions and stop loss
levels on product and responsibility basis.
Treasury department actively manages
market risk within the limits provided by
ALCO.
1.3 Operational Risk
1.3.1 Denition: Operational risk refers to the
risk of loss because of inadequate or failed
internal processes, staff and systems or
external events. It also includes legal risk.
PBL has emphasized on risk identication
and assessment that ensure that all key
risks are effectively highlighted for banks
transparency and management. This
enables the bank to focus on fewer but more
fundamental risks.
Chief Risk Ofcer
[ 92 ]
Report on Risk Management by Chief Risk Ofcer
1.3.2 Identication and Measurement: The
measurement and control framework
comprises of the following qualitative
elements:
Monitoring of key risks. This is an ongoing
process that ensures that an unfavorable
development in such risks is consistently
highlighted on a group basis.
Risk mitigation strategies and
implementation process that ensures
key risks are controlled and establish
transparency in these strategies and
processes.
Follow up on loss data and events.
1.3.3 Control and Mitigation: At present,
operational risk is largely managed
through internal control and audit system.
Our bank has put in place the following
measures to mitigate operational risk:
System of delegated authority covering
credit and expenditure.
Book of instructions and issuance of
instructions through circulars from time
to time.
Preventive vigilance
Continuous training process
Risk Based Internal Audit
Compliance Policy
2.0 Pillar 2 and All Other Risks
PBL is conducting stress testing on its nancials
on a quarterly basis and reporting the outcomes to
Bangladesh Bank, as a part of Pillar 2 risk management
tool. In addition to that, Bangladesh Bank also released
guideline of Supervisory Review Evaluation Process
(SREP), which states that every bank has to establish
a Supervisory Review Process (SRP) team, a process
document called Internal Capital Adequacy Assessment
Program (ICAAP) for assessing the overall risk prole
and a strategy for maintaining adequate capital.
Accordingly, PBL has already established a SRP team
and also submitted the report on additional capital
requirement under Pillar 2 to Bangladesh Bank.
PBL assessed its additional capital requirement
under Pillar 2 taking into consideration risks that are
not covered under Pillar 1. As per model such risks
include- residual risk, credit concentration risk, liquidity
risk, interest rate risk in banking book, settlement risk,
reputation risk, strategic risk, and other material risk.
3.0 Compliance Status of MCR in 2011
After the end of parallel run period of 1 year in 2009, the
banking industry in Bangladesh entered into the regime
of Basel-II compliance. In compliance of MCR under
Pillar 1 risk elements, PBL was well ahead of minimum
requirement target in all four quarters of 2011- CAR
was 12.36 percent at the end of March quarter, 12.52
percent at the end of June quarter, 13.21 percent at the
end of September quarter, and 12.57 percent at the end
of the December quarter.
M. Reazul Karim
Additional Managing Director
& Chief Risk Ofcer
Market Discipline
Disclosures on Risk Based Capital (Basel II)
The purpose of Market Discipline in (Basel II) is to establish more transparent and more disciplined nancial market
so that stakeholders can assess the position of a bank regarding holding of assets and to identify the risks relating
to the assets and capital adequacy to meet probable loss of assets. For the said purpose, this Disclosures on Risk
Based Capital (Basel II) is made as per Bangladesh Banks Guideline.
1. Scope of Application
Qualitative disclosures
a) The name of the top corporate entity in the
group to which this guidelines applies.
Prime Bank Limited
b) An outline of differences on the basis of
consolidation for accounting and regulatory
purposes, with a brief description of
the entities within the group (a) that are
fully consolidated; (b) that are given a
deduction treatment; and (c) that are neither
consolidated nor deducted (e.g. where the
investment is risk-weighted).
Prime Bank Limited has 5 (Five) subsidiaries (i) Prime
Exchange Co. Pte. Limited, Singapore (ii) Prime Bank
Investment limited (iii) PBL Exchange (UK) Limited (iv) Prime
Bank Securities Limited and (v) PBL Finance (Hong Kong)
Limited.
A brief description of the Bank and its subsidiaries are
given below:
Prime Bank Limited
The Prime Bank Limited (PBL) was incorporated as a public
limited company in Bangladesh under Companies Act, 1994.
It commenced its banking business with one branch from
April 17, 1995 under the license issued by Bangladesh Bank.
Presently the Bank has 102 (One hundred two) branches, 17
(Seventeen) SME Branches / Centres all over Bangladesh,
and 2 (two) booths located at Dhaka Club, Dhaka and at
Chittagong Port, Chittagong. The Bank has 3 (Three) Off-
shore Banking Units (OBU) operating at Savar, Chittagong
and Adamjee EPZ areas. The Bank went for Initial Public
Offering in 1999 and its shares are listed with Dhaka Stock
Exchange Limited and Chittagong Stock Exchange Limited
as a publicly traded company for its general class of shares.
The principal activities of the Bank are to provide all kinds
of commercial banking services to its customers through its
branches.
There are 5 (Five) Subsidiaries of Prime Bank Limited
which are as under:
i) Prime Exchange Co. Pte. Limited, Singapore:
Prime Exchange Co. Pte. Ltd., a fully owned subsidiary
company of Prime Bank Limited was incorporated in
Singapore on January 06, 2006 and commenced its
remittance business from July 08, 2006. The principal
activities of the company are to carry on the remittance
business and to undertake and participate in transactions,
activities and operations commonly carried on or undertaken
by remittance and exchange house.
[ 94 ]
Market Discipline Disclosures on Risk Based Capital (Basel II)
ii) Prime Bank Investment Limited
Prime Bank Investment Limited (PBIL) is a subsidiary
company of Prime Bank Limited incorporated as a public
limited company on April 27, 2010 with the registrar of Joint
Stock Companies, vide certicate of incorporation no.C-
84266/2 dated 28 April 2010 which has commenced its
business on the same date.
The main objectives of the company are to carry out the
business of full-edged merchant banking activities like issue
management, portfolio management, underwriting, corporate
advisory services etc.
iii) PBL Exchange (UK) Limited
PBL Exchange (UK) Limited was incorporated as a private
limited company with Companies House of England and
Wales on November 19, 2009 and commenced its operation
on 02 August 2010 with three Branches located at Brick Lane
of London, Coventry Road of Birmingham and North Pldham
of Manchester. The company is a wholly owned subsidiary of
Prime Bank Limited.
iv) Prime Bank Securities Limited
Prime Bank Securities Limited was incorporated on April 29,
2010 as a private limited company under the Companies Act
1994. The main objectives of the company are to carry on
business of stock brokers / dealers in relation to shares and
securities dealings and other services as mentioned in the
Memorandum and Articles of Association of the Company.
The company commenced its operation from May 2011.
v) Prime Finance (Hong Kong) Limited
PBL Finance (Hong Kong) Limited, a fully owned subsidiary of
Prime Bank Limited, Bangladesh. PBL Finance (Hong Kong)
Limited was incorporated with Companies Registries of Hong
Kong (Certicate of incorporation no. 1584971 and Business
Registration no. 58197431 both dated April 7, 2011) Prime
Bank Limited obtained approval from Bangladesh Bank for
opening of fully owned nance company in Hong Kong. This
is the third fully owned overseas company of Prime Bank
Limited. PBL Finance (Hong Kong) Limited obtained Money
Lending Licenses (307/2011) issued by Honorable Court of
Hong Kong on 28th July 2011. It has commenced operation
in August 2011 with one branch located at 608, 6/F, Admiralty
Centre, Tower-2, 18 Harcourt Road, Hong Kong.
c) Any restrictions, or other major impediments,
on transfer of funds or regulatory capital
within the group.
Not applicable
Quantitative disclosures
d) The aggregate amount of capital deciencies
in all subsidiaries not included in the
consolidation that are deducted and the
name(s) of such subsidiaries.
Not applicable
2. Capital Structure
a) Summary information on the
terms and conditions of the main
features of all capital instruments,
especially in the case of capital
instruments eligible for inclusion in
Tier 1 or in Tier 2.
As per the guidelines of Bangladesh Bank, Tier-1 Capital of PBL
consists of (i) Fully Paid-up Capital, (ii) Non-repayable Share Premium
Account, (iii) Statutory Reserve, (iv) Retained Earnings and (v) Minority
Interest in Subsidiaries.
Tier-2 Capital consists of applicable amount of (i) General Provision
(against unclassied Loans/Investments, Off-Balance Sheet exposure
& Off-Shore Banking Units), 50% of Asset Revaluation Reserve, 50%
of Revaluation gain/loss on Investment (HFT), 10% of Revaluation
Reserve for Equity Instruments, PBL unsecured nonconvertible
Sub-ordinate bond as approved by Bangladesh Bank and Exchange
Equalization Fund.
b) The amount of Tier-1 capital, with separate disclosure of
Particulars
Solo Consolidated
Taka in Million
I. Fully Paid-up capital 7,798.10 7,798.10
II. Non repayable share premium account 2,241.23 2,241.23
III. Statutory reserve 5,778.12 5,778.12
IV. General reserve - -
V. Retained earnings 2,817.82 2,969.95
VI. Minority interest in subsidiaries - 0.00
VII. Non-cumulative irredeemable preference shares - -
VIII. Dividend equalization account - -
Sub-Total (A) 18,635.27 18,787.40
c) The Total amount of Tier 2 and Tier 3 capital (B)
i) Amount of Tier-2 capital 5,477.07 5,485.16
ii) Amount of Tier-3 capital - -
Sub-total amount of Tier-2 and Tier-3 capital (B) 5,477.07 5,485.16
d) Other deductions from capital - -
e) Total eligible capital (A+B) 24,112.34 24,272.56
3. Capital Adequacy:
a) A summary discussion of
the banks approach to
assessing the adequacy
of its capital to support
current and future
activities.
The Bank has adopted Standardized Approach (SA) for computation of capital
charge for credit risk and market risk, and Basic Indicator Approach (BIA) for
operational risk. Assessment of capital adequacy is carried out in conjunction
with the capital adequacy reporting to the Bangladesh Bank.
The Bank has maintained capital adequacy ratio on the basis of Consolidated
and Solo are 12.49% & 12.48% respectively as against the minimum regulatory
requirement of 10%. Tier-I capital adequacy ratio for Consolidated is 9.67%
as well as Solo is 9.64% as against the minimum regulatory requirement of
5%. The Banks policy is to manage and maintain its capital with the objective
of maintaining strong capital ratio and high rating. The Bank maintains capital
levels that are sufcient to absorb all material risks. The Bank also ensures that
the capital levels comply with regulatory requirements and satisfy the external
rating agencies and other stakeholders including depositors. The whole
objective of the capital management process in the Bank is to ensure that the
Bank remains adequately capitalized at all times.
[ 96 ]
Particulars
Solo Consolidated
Taka in Million
b) Capital requirement for credit risk 17,254.10 17,040.77
c) Capital requirement for market risk 530.43 758.54
d) Capital requirement for operational risk 1,541.17 1,638.65
e) Total and Tier - 1 capital ratio: 77.29% 77.40%
Minimum capital requirement 19,325.71 19,437.96
Total Risk Weighted Assets (RWA) 1,93,257.10 1,94,379.60
Total and Tier-1 Capital Ratio:
Total CAR 12.48% 12.49%
Tier-1 CAR 9.64% 9.67%
Tier-2 CAR 2.84% 2.82%
4. Credit Risk:
a) The general qualitative disclosures requirement with respect to credit risk, including:
i) Denitions of past due
and impaired (for accounting
purposes);
With a view to strengthening credit discipline and bring classication
and provisioning regulation in the line with international standard, a
phasewise program for classication and provisioning was undertaken
by the Bank as per Bangladesh Bank circulars issued from time to time.
In this regard, all the loans and advances are grouped into four (4)
categories for the purpose of classication, namely (i) Continuous Loan,
(ii) Demand Loan, (iii) Fixed Term Loan and (iv) Short-term Agricultural
and Micro Credit.
The above loans are classied as follows:
Continuous & Demand Loan are classied as:
> Sub-standard - if it is past due/over due for 6 months or beyond but
less than 9 months;
> Doubtful - if it is past due/overdue for 9 months or beyond but less
than 12 months;
> Bad/Loss - if it is past due/overdue for 12 months or beyond.
Fixed Term Loan (repayable within maximum 5 years of time) are
classied as:
> Sub-standard - if the defaulted installment is equal to or more than
the amount of installment (s) due within 6 (six) months, the entire loans
are classied as Sub-standard.
> Doubtful - if the defaulted installment is equal to or more than the
amount of installment (s) due within 12 (twelve) months, the entire loans
are classied as Doubtful
> Bad/Loss - if the defaulted installment is equal to or more than the
amount of installment (s) due within 18 (eighteen) months, the entire
loans are classied as Bad / Loss.
Fixed Term Loan (repayable more than 5 years of time) are
classied as:
> Sub-standard - if the defaulted installment is equal to or more than
the amount of installment (s) due within 12 (twelve) months, the entire
loans are classied as Sub-standard.
> Doubtful - if the defaulted installment is equal to or more than the
amount of installment (s) due within 18 (eighteen) months, the entire
loans are classied as Doubtful.
> Bad/Loss - if the defaulted installment is equal to or more than the
amount of installment (s) due within 24 (twenty four) months, the entire
loans are classied as Bad/Loss.
Short-term Agricultural and Micro Credit are classied as:
> Sub-standard - if the irregular status continue after a period of 12
(twelve) months, the credits are classied as Sub-standard.
> Doubtful - if the irregular status continue after a period of 36 (thirty
six) months, the credits are classied as Doubtful.
> Bad/Loss - if the irregular status continue after a period of 60 (sixty)
months, the credits are classied as Bad / Loss.
A Continuous Credit, Demand loan or Term Loan which will remain
over due for a period of 90 days or more, are treated Special Mention
Account (SMA).
ii) Description of approaches
followed for specic and general
allowances and statistical
methods;
The Bank is following the general and specic provision for loans and
advances/ investments on the basis of Bangladesh Bank guidelines
issued from time to time.
The provision rates are given below:
Particulars Rate
General provision on unclassied general loans and
advances / investments.
1%
General provision on unclassied small enterprise
nancing.
1%
General provision on unclassied loans / investments
for housing.
2%
General provision on unclassied consumer nancing
other than housing nance, loan for professionals and
loans to share business.
5%
General provision on special mention account. 5%
Specic provision on substandard loans and
20%
Specic provision on doubtful loans and
50%
Specic provision on bad/ loss loans and advances/
investments.
100%
[ 98 ]
b) Total gross credit risk exposures
broken down by major types of
credit exposure.
Total gross credit risk exposures broken down by major types of credit
exposure of the Bank:
Particulars Taka in Million
Secured Overdraft / Quard Against TDR
Cash Credit / Mudaraba
Loan (General)
House Building Loan
Loan Against Trust Receipts (LTR)
Payment Against Documents (PAD)
Retail Loan
Lease Finance / Izara
Credit Card
SME Loan
Hire Purchase
Other Loans & Advances
Term placement to PBL Finance (Hong Kong) Ltd.
Bill purchased / discounted-Inland
Bill purchased / discounted-Foreign
36,375.51
17,533.66
22,300.16
3,634.70
20,912.41
701.74
10,938.78
7,556.80
750.39
1,278.07
7,156.82
2,889.85
560.46
4,617.72
2,201.82
Total 1,39,408.89
c) Geographical distribution of
exposures, broken down in
signicant areas by major types
of credit exposure.
Geographical distribution of exposures, broken down in signicant areas
by major types of credit exposure of the Bank:
Urban:
Dhaka Zone
Chittagong Zone
Khulna Zone
Rajshahi Zone
Barishal Zone
Sylhet Zone
1,02,064.22
21,356.69
4,376.95
4,600.06
175.57
1,649.25
Sub-Total 1,34,222.74
Rural:
Dhaka Zone
Chittagong Zone
Khulna Zone
Rajshahi Zone
Barishal Zone
Sylhet Zone
3,441.72
791.77
25.70
255.68
-
671.28
Sub-Total 5,186.15
Grand Total (Urban and Rural) 1,39,408.89
d) Industry or counterparty type
distribution of exposures, broken
down by major types of credit
exposure.
Industry or counterparty type distribution of exposures, broken down by
major types of credit exposure of the Bank:
Commercial Lending
Export Financing
House Building Loan
Retail Loan
Small & Medium Enterprises (SME)
Special Program Loan
Other Loans & Advances (SOD)
Staff Loan
Loans, Advances & Lease / Investments to Managing
Director / CEO and other senior executives
Industrial Loans / Investments (Detailed below)
20,675.65
8,691.93
3,634.69
10,938.79
9,429.39
1,060.83
18,151.75
4.46
1,394.94
65,426.46
Total 1,39,408.89
Industrial Loans / Investments
Agriculture
Textile Industries
Food and allied industries
Pharmaceutical Industries
Leather , Chemical, Cosmetics etc.
Tobacco Industries
Cement and Ceramic Industries
Service Industries
Transport & Communication Industries
Other Industries including bills purchased and
discounted
2,283.32
13,330.21
3,959.45
1,581.39
1,617.25
35.62
2,949.67
3,966.96
5,157.15
30,545.44
Total 65,426.46
e) Residual contractual maturity
breakdown of the whole
portfolio, broken down by major
types of credit exposure.
Residual contractual maturity break down of the whole portfolios,
broken down by major types of credit exposure of the Bank:
Repayable on Demand
Up to 1 month
Over 1 month but not more than 3 months
Over 3 months but not more than 1 year
Over 1 year but not more than 5 years
Over 5 years
-
26,030.15
36,007.31
42,281.18
33,027.95
2,062.30
Total 1,39,408.89
f)
By major industry or counterparty type:
i) Amount of impaired loans
and if available, past due loans,
provided separately;
The amount of classied and unclassied loans and advances/
investments of the Bank are given below as per Bangladesh Bank
guidelines.
Continuous Loans
Demand Loans
Term Loans up to 5 years
Term Loans over 5 years
Short Term Agro Credit and Micro Credit
266.59
166.83
1,387.03
87.76
0.04
Total 1,908.25
[ 100 ]
ii) Specic and general
provisions; and
Specic and general provisions were made on the amount of classied and
unclassied loans and advances/investments, off-balance sheet exposures
and off-shore banking units of the Bank according to the Bangladesh Bank
guidelines.
Provision on classied loans and advances / investments
Provision on unclassied loans and advances / investments
Provision on Off-balance sheet exposures
Provision for Off-shore Banking Units
778.23
1,724.67
940.00
60.50
Total 3,503.40
iii) Charges for specic
allowances and charge-
offs during the period.
During the year the specic and general provisions were made on the amount
of classied and unclassied of loans and advances / investments, off-balance
sheet exposures and off-shore banking units of the Bank as per Bangladesh
Bank guidelines.
Provision on classied loans and advances / investments
Provision on unclassied loans and advances / investments
Provision on Off-balance sheet exposures
Provision for Off-shore Banking Units
226.00
305.00
130.00
-
Total 661.00
g) Gross Non Performing Assets (NPAs).
Non Performing Assets (NPAs) to Outstanding loans and advances.

Movement of Non
Performing Assets
(NPAs).
Opening balance
Additions
Reductions
1,367.69
540.56
-
Closing balance 1,908.25
Movement of specic
provisions for NPAs.

Opening balance
Provisions made during the period
Write-off
Write-back of excess provisions
Provision no longer required
642.14
268.89
(199.98)
110.07
(42.89)
Closing Balance 778.23
5. Equities: Disclosures for Banking Book Position
a) The general qualitative disclosures requirement with respect to equity risk, including
Differentiation between
holdings on which capital
gains are expected and
those taken under other
objectives including for
relationship and strategic
reasons; and
Investment in equity securities are broadly categorized into two parts:
i) Quoted Securities (Common or Preference Shares & Mutual Fund) that are
traded in the secondary market (Trading Book Assets).
ii) Unquoted securities are categorized as banking book equity exposures
which are further sub-divided into two groups: unquoted securities which
are invested without any expectation that these will be quoted in near future
i.e. held for maturity (HFM). And securities those are acquired under private
placement or IPO and are going to be traded in the secondary market after
completing required formalities. Unquoted securities are valued at cost.
Discussion of important
policies covering the
valuation and accounting
of equity holdings in
the banking book. This
includes the accounting
techniques and valuation
methodologies used,
including key assumptions
and practices affecting
valuation as well as
signicant changes in
these practices.
The primary aim is to investment in these equity securities for the purpose of
capital gain by selling them in future or held for dividend income. Dividends
received from these equity securities are accounted for as and when received.
Both Quoted and Un-Quoted equity securities are valued at cost and necessary
provisions are maintained if the prices fall below the cost price.
As per Bangladesh Bank guidelines, the HFT equity securities are revaluated
once in each week using marking to market concept and HTM equity securities
are amortized once a year according to Bangladesh Bank guideline.
The HTM equity securities are also revaluated if any, are reclassied to HFT
category with the approval of Board of Directors.
Particulars
Solo Consolidated
Taka in Million
b) Value disclosed in the balance sheet of investments, as well as the
fair value of those investments; for quoted securities, a comparison
to publicly quoted share values where the share price is materially
different from fair value.
58.20 1,532.23
c) The cumulative realized gains (losses) arising from sales and liqui-
dations in the reporting period.
0.76 6.23
Total unrealized gains (losses). 0.20 (389.94)
d) Total latent revaluation gains (losses) - -
Any amounts of the above included in Tier - 2 capital. - -
e) Capital requirements broken down by appropriate equity groupings, consistent with the banks methodology,
as well as the aggregate amounts and the type of equity investments subject to any supervisory provisions
regarding regulatory capital requirements.
Specic Market Risk 5.84 119.89
General Market Risk 5.84 119.89
[ 102 ]
6. Interest Rate Risk in the Banking Book (IRRBB)
a) The general
qualitative disclo-
sure requirement
including the
nature of IRRBB
and key assump-
tions, including
assumptions
regarding loan
prepayments and
behavior of non-
maturity deposits,
and frequency of
IRRBB measure-
ment.
Interest rate risk is the risk where changes in market interest rates might adversely
affect a bank's nancial condition. Changes in interest rates affect both the current
earnings (earnings perspective) as well as the net worth of the bank (economic value
perspective). Re-pricing risk is often the most apparent source of interest rate risk for
a bank and is often gauged by comparing the volume of a banks assets that mature or
re-price within a given time period with the volume of liabilities that do so.
The short term impact of changes in interest rates is on the banks Net Interest Income
(NII). In a longer term, changes in interest rates impact the cash ows on the assets,
liabilities and off-balance sheet items, giving rise to a risk to the net worth of the bank
arising out of all re-pricing mismatches and other interest rate sensitive position.
Maturity grouping of rate sensitive assets and liabilities of the bank shows signicant
positive gap in the rst quarter and moderate gap during the rest three quarters. The
impact is very insignicant compared to total revenue of the bank and also within the
acceptable limit as stipulated by Bangladesh Bank.
Interest Rate Risk Analysis
Quantitative disclosures Taka in Million
b) The increase
(decline) in earn-
ings or economic
value (or relevant
measure used
by management)
for upward and
downward rate
shocks accord-
ing to manage-
ments method
for measuring
IRRBB, broken
down by currency
(as relevant).
Particulars
1-90
days
Over 3
months
to upto 6
months
Over 6
months
to upto 9
months
Over 9
months
to upto
1 year
Rate Sensitive Assets 63,178 19,769 15,651 11,535
Rate Sensitive Liabilities 59,820 22,473 11,032 8,504
GAP 3,358 (2,704) 4,619 3,031
Cumulative GAP 3,358 654 5,273 8,304
Adjusted Interest Rate Changes (IRC) 1.00% 1.00% 1.00% 1.00%
Quarterly earnings impact (Cum. GAP * IRC) 8,280 1,613 13,001 20,475
Accumulated earning impact to date 8,280 9,893 22,894 43,369
Earning Impact/ Avg. Quarterly Net Prot 0.49% 0.58% 1.35% 2.55%
7. Market Risk:
a) i) Views of Board of
Directors (BOD) on trading/
investment activities.
Market risk is the possibility of losses of assets in balance sheet and off-
balance sheet positions arising out of volatility in market variables i.e., interest
rate, exchange rate and price. Allocation of capital is required in respect
of the exposure to risks deriving from changes in interest rates and equity
prices in the banks trading book, in respect of exposure to risks deriving
from changes in foreign exchange rates and commodity price in the overall
banking activity. The total capital requirement for banks against their market
risk shall be the sum of capital charges against:
i. Interest rate risk
ii. Equity position risk
iii. Foreign exchange (including gold) position risk throughout the banks
balance sheet and
iv. Commodity risk.
ii) Methods used to measure
Market risk.
Measurement Methodology:
As banks in Bangladesh are now in a stage of developing risk management
models, Bangladesh Bank suggested the banks for using Standardized
Approach for credit risk capital requirement for banking book and Standardized
(rule based) Approach for market risk capital charge in their trading book.
Maturity Method has been prescribed by Bangladesh Bank in determining
capital against market risk. In the maturity method, long or short positions
in debt securities and other sources of interest rate exposures, including
derivative instruments, are slotted into a maturity ladder comprising 13
time-bands (or 15 time-bands in case of low coupon instruments). Fixed-
rate instruments are allocated according to the residual term to maturity and
oating-rate instruments according to the residual term to the next repricing
date.
In Standardized (rule based) Approach the capital requirement for various
market risks (interest rate risk, price, and foreign exchange risk) are
determined separately.
The total capital requirement in respect of market risk is the sum of capital
requirement calculated for each of these market risk sub-categories. e.g.:
a) Capital Charge for Interest Rate Risk = Capital Charge for Specic
Risk + Capital Charge for General Market Risk;
b) Capital Charge for Equity Position Risk = Capital Charge for Specic
Risk + Capital Charge for General Market Risk;
c) Capital Charge for Foreign Exchange Risk = Capital Charge for
General Market Risk;
d) Capital Charge for Commodity Position Risk = Capital charge for
general market risk.
iii) Market Risk Management
system.
Treasury Division manages the market risk and ALCO monitors the activities
of treasury Division in managing such risk.
iv) Policies and processes
for mitigating market risk.
To mitigate the several market risks the bank formed Asset Liability
Management Committee (ALCO) who monitors the Treasury Divisions
activities to minimize the market risk. ALCO is primarily responsible for
establishing the market risk management and asset liability management
of the Bank, procedures thereof, implementing core risk management
framework issued by the regulator, best risk management practices followed
by globally and ensuring that internal parameters, procedures, practices/
polices and risk management prudential limits are adhere to.
The Treasury Division are taking following measures to minimize the several
market risks:
i) Foreign exchange risk management: it is the risk that the bank may
suffer losses as a result of adverse exchange rate movement during a period
in which it has an open position in an individual foreign currency. This risk
measured and monitored by the Treasury Division. To evaluate the extent of
foreign exchange risk, a liquidity Gap report prepare for each currency.
ii) Equity Risk: Equity risk is dened as losses due to changes in market price
of the equity held. To measure and identify the risk, mark to market valuation
to the share investment portfolios are done. Mark to market valuation is done
against a predetermined limit. At the time of investment, following factors are
taken into consideration:
a) Security of Investment
b) Fundamentals of securities
c) Liquidity of securities
d) Reliability of securities
e) Capital appreciation
f) Risk factors and
g) Implication of taxes etc.
[ 104 ]
b) The capital requirements for
Particulars
Solo Consolidated
Taka in Million
Interest rate risk 370.27 370.27
Equity position risk 11.68 239.79
Foreign exchange risk and 148.5 148.5
Commodity risk - -
Total Capital Requirement 530.45 758.56
8. Operational Risk:
a) i) Views of BOD on
system to reduce
Operational Risk
Operational risk is dened as the risk of loss resulting from inadequate or failed internal
processes, people and systems or from external events. This denition includes
legal risk but excludes strategic and reputation risk. It is inherent in every business
organization and covers a wide spectrum of issues. The Board of Director (BOD) of
the Bank and its Management rmly believe that this risk through a control based
environment in which processes see documented, authorization as independent
and transactions are reconciled and monitored. This is supported by an independent
program of periodic reviews undertaken by internal audit, and by monitoring external
operational risk events, which ensure that the group stays in line which industry best
practice and takes account or lessons learned from publicized operational failures
within the nancial services industry.
The BOD has also modied its operational risk management process by issuing a
high level standard like SOP, supplemented by more detailed formal guidance.
This explains how the bank manages operational risk by identifying, assessing,
monitoring, controlling and mitigating the risk, rectifying operational risk events, and
implementing any additional procedures required for compliance with local regulatory
requirements.
The Bank maintains and tests contingency facilities to support operations in the event
of disasters. Additional reviews and tests are conducted in the event that any branch
of the bank is affected by a business disruption event, to incorporate lessons learned
in the operational recovery from those circumstances. Plans have been prepared for
the continued operation of the banks business, with reduced stafng levels.
ii) Performance
gap of executives
and staffs.
Human Resources
Organizations need to effectively manage their human resources to get the maximum
contribution from their employees. PBL always focuses on helping its people to grow,
enabling individuals to make a difference and win their goals.
HR Division of PBL always strives to ensure a great place to work by creating an
attractive, inclusive and safe environment that rewards success and encourages
employees to take control of their personal development.
At the core of the HR strategy is managing an organizational culture where employees
enjoy working with pride and are strongly motivated to gain and maintain professional
excellence to convert the human resource into human capital. Ensuring such things in
the bank is a key driver of productivity and performance, which creates the foundation
of banks performance culture. HR Division persuades and focuses on the behaviors
that bring out the very best from every employee, assessing their performance not
just on results but on how those results were achieved. To further embed these
behaviors PBL has a remuneration program in place, carefully designed to encourage
its employees to live its values every day. The bank has always taken a view that its
remuneration policies should support and drive its business strategy and reinforce its
values. PBL believes these are sound and aligned to external best practice standards
with risk-based and robust governance structures. Banks annual performance
bonuses are discretionary and are delivered in a combination of cash and deferred
shares. They are set with regard to an assessment of risk and other factors such as
achievement of our management agenda, risk management and economic backdrop,
as well as prot. PBL accentuates on shared working, creativity and innovation among
its employees.
PBLs brand pledges, a bank with a difference, sets out its deep and lasting commitment
to people, to the communities in which we live and work, and to building a sustainable
and responsible business in the long run in a unique way. And it is this commitment
that not only sets us apart as a bank but also as an employer.
By developing strengths of the human capital, valuing their unique perspectives
and enabling them to make a difference to our success, PBL will help them to fulll
their latent talent. Getting the best from this opportunity will rely on them sharing
their commitment to delivering performance for its shareholders, building lasting
relationships while demonstrating a passion for helping it do better- for customers
and society.
With 2,292 people, operating through 119 branches the bank prides itself on being a
truly peerless organization, combining the expertise and endeavor of experienced and
fresh talents.
HR Focus
PBLs distinctive customs and values contributes an enormous function in its success,
they are at the heart of who we are and what we strive for. PBL distinguishes itself
by being a strengths-based organization. The bank focuses on understanding and
leveraging its employees strengths to ensure they are in the true roles for them to
truly excel.
PBL believes that the human capital is one of the crucial elements which inuence the
rhythm, evolution, directions, quality and activity development in the bank. The HR
Division has been relentlessly working to help the bank in achieving its goal of being
the best bank in Bangladesh in terms of efciency, capital adequacy, asset quality,
sound management and protability having strong liquidity. The Division endeavors
for managing an organizational culture where employees enjoy working with pride and
are strongly motivated to gain and maintain professional excellence. It also focuses on
the respect for the employee, the enforcement of moral and ethical principles.
HR Success
Major achievement like:
Salary Revision
Manpower Planning from April, 2011 to December, 2012
Organogram Restructuring
Mobilization of Human Capital
The main ingredient for making prot in a bank is human capital. For the evaluation
of banking performance one must take into consideration the human qualities and
professionalism proven by the bank employees. The customer pays attention not only
to the bank product or service quality, offered by the bank, but also to the way the
bank addresses itself to the client. The client must feel secured and trust the bank
which he or she chose for his or her business. Also the work environment, friendship
and collaboration among the bank employees reect positively in the bank- customer
relationship.
[ 106 ]
In view of that, the HR Division of the bank has always been striving to bring in highly
motivated, proactive, result oriented and above all committed workforce to its winning
team. It is to be noted that the tally of the branch number has reached to 119 in 2011
from 108 of 2010. But for the last few years, both the recruitment growth rate and
turnover (exit) rate of the employees of the bank has been declining signicantly,
which is a robust indicator of the enhanced efciency and dedication of its human
capital.
Training
Human capital contributes to obtaining performance and developing bank activities.
Beyond performance banks must pay attention in training bankers of maximum
diplomacy and professionalism, and credibility for a more and more sophisticated
customers. In what the relationship with the bank customers is regarded, the banks
oriented themselves towards the re-dimensioning of the relations with customers,
namely personalizing relations with them, the different approach of traditional and
sophisticated clients and the diversity of bank products and services for the customers.
For the bank management, the client is now-a-days treated as a business partner.
The customer must have a feeling of safety and trust in the bank he or she has chosen
for his or her business.
Beyond performance, banks must be interested in trainings that are highly
professional and diplomatic, and most of all credible for a more and more sophisticated
customers.
Prime Bank HR Training and Development Center is mere a Learning Center rather
than a Training Center and is output driven rather than input oriented. The main
purpose of the Human Resources Training and Development Center (HR-TDC) is
providing a progressive, exible and balanced training service that seeks to develop
the skills and competencies necessary for the effective and efcient performance of
the human capital of the bank.
The HR-TDC of the bank arranged 17 professional training courses and 46 workshops/
seminars during the year 2011 with spontaneous participation of 1,685 employees of
different grades.
In addition to HR-TDC nominated 21 employees to participate several training
programs or conferences abroad related to the burning issues of the age. Moreover,
140 employees also participated several local training academies like Bangladesh
Bank Training Academy (BBTA), Bangladesh Institute of Bank Management (BIBM)
and others prominent institutions.
Reward and Recognition
PBL has achieved an inimitable position in the banking industry sailing on the prolic
patronization towards its employees. In this regard the bank always tries to sustain
the inner drive of the outstanding performers through its well furnished Reward and
Recognition Policy to rejuvenate their consisting effort to result in better outcomes.
Throughout 2011 various campaigns were carried out with regular business targets to
revive the sound competitive mood among the employees to boost up the business of
the bank. Rewards and appreciations were sponsored around the year to distinguish
the committed effort of the employees and their teams. Highlights of such initiatives
are as following:
68 (sixty eight) branches were awarded a sum of Tk 4.89 million for achieving
outshining business target;
04 (four) Best Heads of Branches were awarded holiday tour package to abroad
fully sponsored by the bank;
04 (four) new and young Heads of Branches being recognized as Rising Star
were awarded monetary incentives.
HR Future Plan
HR Division of the bank has been going through continuous development with a
view to transforming its workforce into a dynamic and efcient one. Bringing a timely
restoration in its policies and organizational structures, it looks forward to engage in
the following courses of actions in the future:
Complying with the Centralization model blended with the new organogram;
Ensuring CSR (Corporate Social Responsibility) issues within the organization;
Continuous development of work environment and other issues regarding
employee welfare;
Ensuring the ingredients to the bank to keep competitive edge of the bank in the
industry.
iii) Potential
external events
Risk factors / Potential external events:
It is needless to say that there are certain risk factors which are external in nature and
can affect the business of the Bank. The factors discussed below can signicantly
affect the business:
General business and political condition
PBLs performance greatly depends on the general economic conditions of the
country. The effect of recession is still unfolding which may result to slow down in
business environment. Political stability is must for growth in business activities.
Changes in credit quality of borrowers
Risk of deterioration of credit quality of borrowers is inherent in banking business. This
could result due to global economic crisis and supply side distortion. The changes
in the import prices affected the commodity sectors and ship breaking industry.
Deterioration in credit quality requires provisioning.
Changes in policies and practices of regulatory bodies to revise practices,
pricing and responsibilities of the nancial institutions
PBL is subject to regulations and compliance of regulation is must. Changes in policies
with regard to interest rates, pricing have signicant effect on the performance of the
Bank. Bangladesh Bank is expected to continue its persuasion to reduce the spread
and charges further which is likely to affect the performance. Changes in provisioning
requirement will also affect the performance of the bank.
Implementation of Basel-II
Basel-II is fully effective from 2010 and PBL needs to be complied with respect to
credit risk management, its supervision and establishment of effective internal control.
The grading of the borrowers and its link with capital requirement may slow down the
credit expansion. The establishment of effective control requires more investment in
technology and operating expenses are likely to increase.
Volatility in equity market
Securities and Exchange Commission and the stock exchanges improved their
supervisory role but the equity market is still volatile. The recession fear also added to
the volatility. If volatility continues it is likely to affect the performance of the bank.
Changes in market conditions
Changes in market conditions particularly interest rates on deposits and volatility in
FX market is likely to affect the performance of the bank. Depositors are becoming
increasingly price sensitive and any unilateral upward change by a bank will exert
pressure on interest rate structure of the banking sector. It is feared that wage earners
remittances may decline due to fall in job opportunity in international market. Unless
offset by export performances, there may be pressure in the FX market.
[ 108 ]
The risk of litigation
In the ordinary course of business, legal actions, claims by and against the bank
may arise. The outcome of such litigation may affect the nancial performance of the
bank.
Success of strategies
PBL is proceeding with its strategic plan and its successful implementation is very
important for its nancial performance. Major deviation due to external and internal
factors will affect the performance of the bank.
iv) Policies
and processes
for mitigating
operational risk.
Prime Bank limited (PBL) has formed a separate Risk Management Unit under
Chief Risk Ofcer to ensure following things:
Designing of organizational structure by clearly dening roles and responsibilities
of individuals involved in risk taking as well as managing it;
Formulation of overall risk assessment and management policies, methodologies,
guidelines and procedures for risk identication, risk measurement, risk
monitoring, dening an acceptable level of risk, mitigation of all the core risks in
line with their respective guidelines provided by Bangladesh Bank;
Reviewing and updating all risks on systematic basis as necessary at least
annually, preferably twice a year, ensuring that adequate controls exist and that
the related returns reect these risks and the capital allocated to support them.
The main risk areas will be (i) Balance sheet Risk Management, (ii) Credit Risk,
(iii) Foreign Exchange Risk, (iv) Internal Control and Compliance Risk, (v) Money
Laundering Risk and (vi) IT Risk. The following risks have also to be reviewed:
Operational Risk
Market Risk
Liquidity Risk
Reputation risk
Insurance Risk
Sustainability Risk
Setting the portfolio objectives and tolerance limits/parameters for each of the
risks;
Formulation of strategies and different models in consistency with risk management
policy based on IT Policy and in house IT support which can measure, monitor
and maintain acceptable risk levels of the bank;
Development of information systems/MIS inow and data management
capabilities to support the risk management functions of the bank.
Ensure compliance with the core risks management guidelines at the department
level, and at the desk level;
The unit will work under banks organizational structure and suggest to the CEO
to take appropriate measures to overcome any existing and potential nancial
crisis;
Analysis of self resilience capability of the bank;
Initiation to measure different market conditions, vulnerability in investing in
different sectors;
The unit will also work for substantiality of capital to absorb the associated risk in
banking operation.
Activities undertaken by Risk Management Unit since inception and recent
approaches
Risk Management Unit of PBL is currently arranging monthly meeting on various
issues to determine strategies in consistency with risk management policy, which
can measure, monitor, and maintain acceptable risk level of the bank. Minutes of
each meeting is submitted to Bangladesh Bank on monthly basis;
Besides, Risk Management Paper has also been prepared on the basis of 03
months monthly minutes addressing different areas of risk and their mitigating
tools & techniques guided by the members of Risk Management Unit;
In order to perform the risk management function smoothly, RMU had invited
all the Operational Divisions vide letter to the Head of respective Divisions to
form an internal committee along with dened duties of concerned ofcials. It
is to be noted here that due to continuous and successful persuasion, all the
Operational Divisions have formulated and established internal risk management
committees.
Stress Testing in PBL:
Risk Management Unit (RMU) of PBL has already prepared a stress testing model in
line with the Bangladesh Banks guideline which initially focused on Simple Sensitivity
and Scenario Analysis on the following ve risk factors:
Interest rate;
Forced sale value of collateral;
Non-performing loans (NPLs);
Share prices; and
Foreign exchange rate.
The rst phase of stress testing based on the nancial performance of the bank as of
June 30, 2010 has already been furnished and presented to the regulatory authority
i.e., Bangladesh Bank and also to the Board of Directors. The result of Stress Testing
reects the strength of this bank to absorb the shocks against all the risk factors. It
has been observed that at any level of shocks, the bank will be able to maintain the
capital adequacy ratio at the level which is in line with the standard set by Bangladesh
Bank.
The next phase of stress testing based on the nancial performance of the bank as
on December 31, 2010 has also been completed which shows that the bank has
adequate capital to absorb minor, moderate and major level of shocks. However, in
case of cumulative shocks, some additional capital may be required.
v) Approach
for calculating
capital charge for
operational risk.
The Banks operating in Bangladesh shall compute the capital requirements for
operational risk under the Basic Indicator Approach (BIA). Under BIA, the capital
charge for operational risk is a xed percentage, denoted by (alpha) of average
positive annual gross income of the bank over the past three years. Figures for any
year in which annual gross income is negative or zero, should be excluded from both
the numerator and denominator when calculating the average. The capital charge
may be expressed as follows:
K = [(GI 1 + GI2 + GI3) ]/n
Where:
K = the capital charge under the Basic Indicator Approach
GI = only positive annual gross income over the previous three years (i.e., negative
or zero gross income if any shall be excluded)
= 15 percent
n = number of the previous three years for which gross income is positive.
Gross income: Gross Income (GI) is dened as Net Interest Income plus Net non-
Interest Income. It is intended that this measure should:
i). be gross of any provisions;
ii). be gross of operating expenses, including fees paid to outsourcing service
providers;
iii). exclude realized prots/losses from the sale of securities held to maturity in the
banking book;
iv). exclude extraordinary or irregular items;
v.) exclude income derived from insurance.
Particulars
Solo Consolidated
Taka in Million
b) The capital requirement for operational risk 1,541.17 1,638.65
[ 110 ]
continuation text
Shareholders
Information
Financial Highlights - Group
Key Financial Data & Key Ratios- PBL
Financial Highlights - PBL
Graphical Presentation - PBL
Segment Analysis
Distribution of Shareholdings in 2011
Shares held by the Directors in 2011
Economic Impact Report
- Capital Adequacy
- Value Added Statement
- Economic Value Added Statement
- Market Value Added Statement
- Payment of Dividend
Market Price Information
Financial Calendar 2011
Glimpses of 16
th
AGM
Prime Bank Limited Group
Performance during the year 2011
Taka in
million
2010
Taka in
million
Change
%
2011
Taka in
million
2010
Taka in
million
Change
%
Interest income 16,737 12,147 37.79 17,575 12,695 38.43
Prot before provision and tax 7,455 6,176 20.70 8,165 7,023 16.26
Provision for loans and assets 661 540 22.41 1,051 551 90.72
Prot after provision before tax 6,794 5,636 20.54 7,114 6,472 9.92
Tax including deferred tax 3,132 2,535 23.54 3,397 2,831 19.98
Prot after tax 3,662 3,101 18.08 3,717 3,641 2.10
At the year end
Total shareholders' equity 19,139 16,908 13.19 19,306 17,464 10.55
Deposits 159,816 124,574 28.29 159,812 124,489 28.38
Loans and advances 139,409 116,057 20.12 141,802 118,837 19.32
Investments 35,378 20,484 72.71 37,516 22,206 68.94
Property, plant and equipment 3,975 1,695 134.58 4,033 1,744 131.33
Total assets 199,950 154,342 29.55 200,996 155,222 29.49
Statutory Ratios (%)
Liquid assets 32.62 25.76 26.63 32.62 25.76 26.63
Capital adequacy ratio 12.48 11.43 9.19 12.49 11.69 6.84
Share Information
Earnings per share (Taka) 4.70 3.98 18.09 4.77 4.67 2.14
Dividend (%) 30.00 40.00 (25.00) 30.00 40.00 (25.00)
Net assets value per share (Taka) 24.54 29.27 (16.15) 24.76 30.23 (18.11)
Ratios (%)
Non performing loans 1.37 1.18 16.25 1.35 1.15 16.93
Return on average shareholders' fund 20.32 21.65 (6.14) 20.22 24.88 (18.75)
Return on average assets 2.07 2.22 (6.96) 2.09 2.60 (19.69)
Financial
Highlights-Group
[ 112 ]
Key Financial Data & Key Ratios-PBL
Taka in million
Particulars 2007 2008 2009 2010 2011
Interest income 7,170 9,096 10,856 12,147 16,737
Interest expenses 5,267 7,126 8,426 7,824 12,648
Net interest income 1,903 1,970 2,430 4,323 4,089
Non-interest income 2,913 3,808 5,765 5,472 7,556
Non-interest expenses 1,559 1,931 2,907 3,618 4,190
Net non-interest income 1,354 1,877 2,858 1,853 3,366
Earning before interest, depreciation and tax 7,716 9,741 13,175 13,643 19,666
Prot before provision and tax 3,257 3,847 5,289 6,176 7,455
Provision for loans and assets 910 1,384 700 540 661
Prot after provision before tax 2,347 2,463 4,589 5,636 6,794
Tax including deferred tax 946 1,232 1,805 2,535 3,132
Prot after tax 1,401 1,232 2,784 3,101 3,662
Balance Sheet
Authorized capital 4,000 10,000 10,000 10,000 10,000
Paid-up capital 2,275 2,844 3,555 5,776 7,798
Total shareholders' equity 5,273 6,697 11,745 16,908 19,139
Deposits 70,512 88,021 106,956 124,574 159,816
Long-term liabilities 15,267 31,044 38,209 47,918 63,379
Loans and advances 57,683 75,156 89,252 116,057 139,409
Investments 12,698 23,103 19,934 20,484 35,378
Property, plant and equipment 660 1,375 1,573 1,695 3,975
Earning assets 72,798 100,261 109,905 137,577 176,303
Net current assets 1,338 9,962 3,435 7,349 2,262
Total assets 79,588 110,437 124,806 154,342 199,950
Total liabilities 74,315 103,740 113,061 137,434 180,812
Current ratio 1.03 1.14 1.05 1.09 1.02
Gearing ratio 76.98 83.84 80.56 76.98 77.86
Liquid asset ratio 27.14 18.80 27.60 25.76 32.62
Staturory liquidity ratio 27.15 19.86 28.50 26.00 32.96
Equity debt ratio (%) 7.00 6.45 10.39 12.30 10.58
Other Business
Import 70,617 91,424 96,452 147,704 174,384
Export 51,316 68,550 76,097 106,943 133,396
Remittance 15,905 22,669 26,447 28,433 36,890
Guarantee business 7,033 10,010 13,673 29,000 27,844
Capital Measures (Consolidated)
Total risk weighted assets 55,485 72,253 82,710 183,747 194,380
Core capital (Tier-I) 5,261 6,265 9,057 15,791 18,787
Supplementary capital (Tier-II) 1,122 1,594 3,112 5,692 5,485
Total capital 6,383 7,859 12,168 21,483 24,273
Tier-I capital ratio 9.50 8.67 10.95 8.59 9.67
Tier-II capital ratio 2.00 2.21 3.76 3.10 2.82
Total capital ratio 11.50 10.88 14.71 11.69 12.49
Particulars 2007 2008 2009 2010 2011
Credit Quality
Non-performing loans (NPLs) 777 1,323 1,149 1,368 1,908
NPLs to total loans and advances (%) 1.35 1.76 1.29 1.18 1.37
Provision for unclassied loans 895 1,040 1,303 1,463 1,725
Provision for classied loans 478 734 631 642 778
Share Information
Market price per share (Taka) 92.40 53.98 65.30 94.45 44.50
No. of shares outstanding (Million) 227.50 284.38 355.47 577.64 779.81
No. of shareholders (actual) 7,368 9,180 10,339 19,748 26,030
Earnings per share (Taka) 6.16 4.33 7.83 5.69 4.70
Dividend: 35% 25% 40% 40% 30%
Cash 10% 0% 10% 5% 10%
Bonus 25% 25% 30% 35% 20%
Effective dividend ratio (%) 40.00 27.78 44.44 49.52 40.21
Dividend cover ratio (times) 1.76 1.73 1.96 1.42 1.57
Dividend yield (%) 3.79 4.63 6.13 4.23 6.74
Market capitalization 21,021 15,349 23,212 54,572 34,702
Net asset value per share (Taka) 23.18 23.55 33.04 29.27 24.54
Price earning ratio (times) 15.01 12.46 8.34 16.60 9.47
Operating Performance Ratio (%)
Net interest margin on average earning assets 2.97 2.28 2.31 3.49 2.61
Net non-interest margin on average earning assets 2.11 2.17 2.72 1.50 2.14
Earning base in assets (average) 91.29 91.07 89.34 88.66 88.59
Gross prot ratio 47.76 44.77 49.31 55.59 47.94
Net interest income as a percentage of working funds 2.71 2.07 2.07 3.10 2.31
Prot per employee 2.33 2.48 2.87 2.89 3.25
Operating prot as a percentage of working funds 4.64 4.05 4.50 4.43 4.21
Cost-income ratio 32.37 33.42 35.47 36.94 35.98
Credit-deposit ratio 81.81 85.38 83.45 93.16 87.23
Cost of funds on average deposits 8.36 8.55 8.41 6.39 8.15
Yield on average advance 13.35 13.52 13.16 11.76 13.06
Return on average assets 1.99 1.30 2.37 2.22 2.07
Return on average equity 30.68 20.58 30.19 21.65 20.32
Other information
No. of branches 61 70 84 94 102
No. of SME branches/centers - - 5 14 17
No. of employees 1,400 1,551 1,844 2,139 2,292
No. of foreign correspondents 553 518 602 621 644
Average earning assets 64,128 86,530 105,083 123,741 156,940
Average total assets 70,244 95,013 117,622 139,574 177,146
Average deposits 62,618 79,266 97,488 115,765 142,195
Average loans & advances 51,347 66,420 82,204 102,654 127,733
Average equity 4,566 5,985 9,221 14,327 18,023
Taka in million
[ 114 ]
Financial
Highlights-PBL
Taka in million
2011 2010
Gross revenue 24,293 17,618
Operating income 11,645 9,795
Prot after tax 3,662 3,101
Total capital 24,273 21,483
Total deposits 159,816 124,574
Total loans & advances 139,409 116,057
Total assets 199,950 154,342
No. of deposits accounts 830,544 660,295
No. of loans & advances accounts 58,192 52,990
Return on assets (%) 2.07 2.22
Return on equity (%) 20.32 21.65
Liquidity ratio (%) 32.62 25.76
Capital adequacy ratio (%) 12.49 11.69
No. of employees 2,292 2,139
No. of branches 102 94
No. of SME branches/centers 17 14
No. of SME branches/centers 17 14
Rating
Long -term "AA+" "AA+"
Short-term ST-1 ST-1
Graphical Presentation
PBL
[ 116 ]
Segment Analysis
Group
Profit before Tax
85.56 %
12.68%
1.76%
Conventional Banking
Islamic Banking
Off-shore Banking
Assets Employed
89. 45%
8.62%
1. 94%
Islamic Banking
Off-shore Banking
Operating Revenue
Islamic Banking
Off-shore Banking
90.42%
8.43%
1.15%
PBL
[ 118 ]
Distribution of Shareholdings in 2011
Particulars
Number of Shares % of Shares
2011 2010 2011 2010
Sponsors 317,740,777 249,827,130 40.75% 43.25%
Financial Institutions 163,401,686 119,108,090 20.95% 20.62%
Foreign Investors 14,282,281 5,718,460 1.83% 0.99%
Non-resident Bangladeshi 6,018,026 249,060 0.77% 0.04%
General Public 278,366,788 202,733,970 35.70% 35.10%
779,809,558 577,636,710 100% 100%
Shares held by Directors in 2011
Particulars Status
Opening
Position
Closing
Position
Change
Mr. Md. Shirajul Islam Mollah Chairman 7,140,810 9,640,093 35.00%
Mr. M. A. Khaleque Vice Chairman 12,259,720 16,550,622 35.00%
Mrs. Razia Rahman Vice Chairperson 4,798,870 6,478,474 35.00%
Mr. Azam J Chowdhury Director 1,454,160 1,963,116 35.00%
Capt. Imam Anwar Hossain Director 5,887,980 7,948,773 35.00%
Mr. Mohammad Aminul Haque Director 13,878,180 18,735,543 35.00%
Mr. K. M. Khaled Director 16,032,760 21,644,226 35.00%
Quazi Sirazul Islam Director 9,192,570 12,409,969 35.00%
Qazi Saleemul Huq Director 1,614,630 2,179,750 35.00%
Mr. Muhammad Abdul Wahhab Director - 8,160,358 -
Mr. Maz Ahmed Bhuiyan Director 9,348,260 10,120,151 8.26%
Mrs. Shahnaz Quashem Director 1,747,600 2,359,260 35.00%
Mrs. Hasina Khan Director 7,003,500 9,454,725 35.00%
Mrs. Firoja Amin Director - 3,438,852 -
Ms. Saheda Pervin Trisha Director 895,810 1,209,343 35.00%
Mr. Nas Sikder Director - 18,736,602 -
Mr. Tanjil Chowdhury (Representative
of East Coast Shipping Lines Limited)
Director 8,918,720 9,040,272 1.36%
Prof. Ainun Nishat Director - - -
Mr. Manzur Murshed Director 16,430 22,180 35.00%
Prof. Mohammed Aslam Bhuiyan Independent Director - - -
100,190,000 160,092,309 59.79%
Economic impact report
The banks overall mission is to deliver optimum value to its customers, employees, shareholders and the nation
and the business strategy is geared towards achieving this. This section covers the value the bank delivers to its
shareholders and the nation at large.
The banks policy has been to deliver optimum value in a manner that is consistent with the highest levels of
fairness and transparency. For the bank, it has not been a case of building nancial value and enhancing the
bottom line at any cost, but rather participating in a process of creating value through fair and ethical means.
Building sustainable value of all stakeholders is an important corporate goal.
Some of the measures taken to create, sustain and deliver optimum value are as follows:
Maintaining capital adequacy
Capital adequacy symbolizes the nancial strength and stability of a bank. It limits the extent up to which banks can
expand their business in terms of risk weighted assets. Like all commercial institutions, banks too constantly look
at ways of expanding their operations by acquiring property, plant and equipment, opening branches, in addition to
mobilizing deposits, providing loans and investing in other assets.
Regulatory capital requirements are therefore necessary to prevent banks from expanding beyond their ability to
manage (over trading), to improve the quality of banks assets, to control the ability of the banks to leverage their
growth and to lead to higher earnings on assets, leading to peace of mind of all the stakeholders. The bank keeps
a careful check on its capital adequacy ratios.
The capital adequacy computation on consolidated basis as at December 31, 2011 is given below:
Details of Capital Fund
Taka in million
2011 2010
Tier-I: Core capital
Paid-up capital 7,798 5,777
Share premium 2,241 2,241
Minority interest in subsidiaries 0 0
Statutory reserve 5,778 4,419
Surplus in consolidated prot and loss account / Retained earnings 2,970 3,354
Total Tier-I capital 18,787 15,791
Tier-II: Supplementary capital
General provision maintained against unclassied loans / investments 1,725 1,463
General provision maintained against off-balance sheet exposure 940 810
General provision maintained against Off-shore Banking Units 60 60
Revaluation gain / loss on investment (50% of total) 130 710
Revaluation reserve for equity instruments (10% of unrealized market gain) - 18
Revaluation reserve for xed assets (50% of total) 126 126
Subordinated bond 2,500 2,500
Exchange equalization account 5 5
Total Tier-II capital 5,486 5,692
Total capital 24,273 21,483
Total risk-weighted assets 194,380 183,747
Core capital ratio (%) 9.67 8.59
Supplementary capital ratio (%) 2.82 3.10
Total capital adequacy ratio (%) 12.49 11.69
[ 120 ]
Value added statements for the year ended 31 December 2011

Particulars Taka in million
2011 2010
Income from banking services 24,293 17,618
Less: Cost of services & supplies (14,548) (9,565)
Value added by banking service 9,746 8,053
Non-banking income - -
Provision for loans & off-balance sheet exposure (661) (540)
9,085 7,513
Distribution of value addition
To employees as salaries & allowances 2,067 1,693
To providers of capital as dividend & reserve 3,698 3,438
To Government as income tax 2,907 2,285
To expansion and growth
Retained prot (36) (336)
Depreciation 224 183
Deferred taxation 225 250
412 97
Total 9,085 7,513
Economic Value Added Statement

Economic value added is a measure of protability which takes into consideration the cost of total invested equity.
Shareholders / equity providers are always conscious about their return on capital invested. As a commercial bank-
ing company, we are deeply concerned for delivery of value to all of our shareholders / equity providers.

Taka in million
Particulars 2011 2010 2009
Shareholders' equity 19,139 16,908 11,745
Add: Cumulative provision for loans / invest-
ments, off-balance sheet exposure and Off-
shore Banking Units
3,503 2,975 2,394
22,642 19,883 14,139
Average shareholders' equity 21,263 17,011 11,469
Earnings
Prot after taxation 3,662 3,101 2,784
Add: Provision for loans / investments,
off-balance sheet exposure and Off-shore
Banking Units
661 540 700
Less: written-off during the year (200) (257) (360)
4,123 3,384 3,124
Average cost of equity (based on weighted average
rate of Shanchay Patra issued by the Government
of Bangladesh) plus 2% risk premium. 13.46% 12.26% 12.26%
Cost of average equity 2,862 2,085 1,406
Economic value added 1,262 1,299 1,719
Growth over last year (2.91%) (24.39%) 141.41%
Maturity analysis
Below 1
year
1-5 years
Above 5
years
Total
Interest earning assets 111,649 42,362 22,292 176,303
Non-interest earning assets 8,046 2,747 12,855 23,648
Total assets 119,695 45,109 35,147 199,950
Interest bearing liabilities 112,374 43,338 12,081 167,793
Non-interest bearing liabilities 5,059 1,310 6,650 13,019
Total liabilities 117,433 44,648 18,731 180,812
Maturity Gap 2,262 461 16,416 19,139
Cumulative Gap 2,262 2,723 19,139
[ 122 ]
Maintaining liquidity

The liquidity policy of the bank has always been to carry
a positive mismatch in the interest earning assets and
interest bearing liabilities in the 1 to 30 days category.
Our liquidity remained at optimum levels during the year.
The liquid assets ratio stood at 32.62% ( required 19%
of total demand & time deposits) in December 2011.
The assets and liabilities committee (ALCO) of the
bank monitors the situation and maintains a satisfactory
trade-off between liquidity and protability.
Payment of dividends
The dividend policy of bank has always been to pay
a decent dividend to its shareholders while ploughing
back sufcient prots to fund growth and capital
adequacy requirements. As a result of this prudent
dividend policy, the bank has been able to build up its
shareholders fund base to satisfactory levels.
Considering the performance of the bank over the past
year, the Board has recommended stock dividend of
20% and cash dividend of 10% for the year 2011.
Market Value Added Statement
Market Value Added (MVA) statement is the difference between the total market value and the total book value of
shares of a bank. A high MVA indicates that the bank has created substantial wealth for the shareholders. MVA
is equivalent to the present value of all future expected economic value added. The share market value of banks
shares stood at Tk 34,702 million whereas the book value of the shares stood at Tk 19,139 million, resulting a
Market Value Addition of Tk 15,563 million as of December 31, 2011. The calculation of Market Value Added is
given below:
Particulars No. of shares Value in Taka Taka in million
Market value 779,809,558 44.50 34,702
Book value 779,809,558 24.54 19,139
Market value added 15,563
Market Price Information
Month
DSE CSE Total
Volume
on DSE &
CSE
High
Taka
Low
Taka
Volume
High
Taka
Low
Taka
Volume
January'11 977.00 61.00 36,279,812 965.00 56.50 2,951,666 39,231,478
February'11 73.00 51.50 35,500,946 73.00 50.00 3,409,420 38,910,366
March'11 63.00 39.00 31,109,671 60.00 39.40 3,236,031 34,345,702
April'11 44.60 36.30 17,024,091 44.20 33.00 1,514,190 18,538,281
May'11 42.50 34.10 15,963,727 42.30 26.00 1,209,055 17,172,782
June'11 48.50 39.10 46,309,354 48.50 32.00 3,573,035 49,882,389
July'11 52.80 46.70 47,590,196 52.70 42.00 2,914,700 50,504,896
August'11 48.80 43.60 9,633,970 65.00 35.00 584,605 10,218,575
September'11 47.00 42.00 8,959,207 49.00 17.00 628,083 9,587,290
October'11 48.60 38.00 12,169,325 47.50 39.00 533,197 12,702,522
November'11 48.80 41.30 13,287,913 49.00 41.00 674,495 13,962,408
December'11 45.10 41.50 8,880,255 45.70 41.00 263,148 9,143,403
[ 124 ]
Financial Calendar
Quarterly Results
Audited consolidated results for the 4
th
quarter ended 31 December 2010 Announced on 20
th
Feb. 2011
Unaudited consolidated results for the 1st quarter ended 31 March 2011 Announced on 3
rd
May 2011
Unaudited consolidated results for the 2nd quarter and half-year ended 30
June 2011
Announced on 31
st
July 2011
Unaudited consolidated results for the 3rd quarter ended 30 September 2011 Announced on 30
th
October 2011
Dividends
Distribution of share dividend of
35% and cash dividend of 5% in
respect of nancial year ended 31
December 2010
Notice date
Entitlement date
11
th
April 2011
23
rd
February 2011
Notice of Annual General Meeting 23
rd
February 2011
Annual General Meeting 27
th
March, 2011
Other Information
Exchange controls and other limitations affecting equity security holders
Non-residents can buy and sell PBLs share and transfer the dividends after complying with Foreign Exchange
Transaction Guidelines 1996 and SEC Rules.
Taxation on shares and dividends
Following is the current deduction of tax at source on dividend income as per current scal act:
In case of resident / non-resident, if the shareholder is a company, at the rate applicable to the company, if the
shareholder is a person other than company at the rate of 10 percent;
Capital gain arising from transfer or sale of Government Securities is tax exempted. Capital gain arising from
transfer or sale of Stocks and Shares of publicly listed companies listed with stock exchanges is taxable at the
rate of at least 10 percent. For non-resident the tax exemption on capital gain shall be allowed if the similar
exemption is allowed in the country of residence of the non-resident.
Stock Details
Particulars DSE CSE
Stock Symbol PRIMEBANK PBBANK
Company Code 11116 22013
Listing year 2000 1999
Market category A A
Electronic share Yes Yes
Market lot 250 250
Total number of securities 779,809,558 779,809,558
Availability of information about PBL
Annual Report 2011 and other information about PBL may be viewed on PBLs website www.primebank.com.bd
PBL provides copies of Annual Reports to the Securities and Exchange Commission, Bangladesh Bank, Dhaka
Stock Exchange and Chittagong Stock Exchange for their reference. Investors may read them at their public
reference room or library.
Investors Inquiries and Communication
Any queries relating to shareholdings for example transfer of shares, changes of name and address, and payment
of dividend should be sent to the following address:
Share Department
Prime Bank Limited
Sarker Mansion (8th Floor), 29, Rajuk Avenue, Dhaka-1000
Phone: 9567265/261, Email: [email protected]
Glimpses of 16
th
AGM
[ 126 ]
Media Highlights 2011
continuation text
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[ 128 ]
Heading
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[ 129 ]
Heading
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continuation text
Products
and Services
Deposits
Current Deposit
Savings Deposit
Short Term Deposit
Non Resident Taka Account
NR Investors Taka Account
Security Deposit Receipt
Deposit Under Scheme :
- Double Benet Deposit Scheme
- Monthly Benet Deposit Scheme
- House Building Deposit Scheme
- Education Savings Scheme
- Lakhopati Deposit Scheme
- Prime Millionaire Scheme
- Contributory Savings Scheme
Al-Wadiah Current Account
Mudaraba Savings Deposit
Mudaraba Short Term Deposit
Convertible Taka Account
Mudaraba Term Deposit
Mudaraba Special Saving Scheme Deposit
- Mudaraba Double Benet Deposit Scheme
(MDBDS)
- Mudaraba Contributory Savings Scheme (MCSS)
- Mudaraba Education Savings Scheme (MESS)
- Mudaraba Hajj Savings Scheme (MHSS)
- Mudaraba Monthly Benet Deposit Scheme
(MMBDS)
- Mudaraba Lakhopati Deposit Scheme (MLDS)
- Mudaraba Millionaire Deposit Scheme (MMDS)
- Mudaraba House Building Deposit Scheme
(MHBDS)
a) Conventional Banking b) Islamic Banking
c) SME Banking
Local Currency Deposit Accounts
Mouchak Savings Account
[ 130 ]
Foreign Currency
Deposit Accounts
Fund Transfer
Value Added Services ATM and
Debit Card
- Foreign Currency Account
- FCY Account under ERQ
- Resident FCY Deposit
- Non Resident Foreign Currency Deposit
Inter-Branch Money Transfer
SWIFT
Telegraphic Transfer
Issuing and Encashing Foreign Drafts
Electronic Fund Transfer (BFTN)
Locker Service
Insurance Coverage Deposit Scheme
Senior Citizen Scheme
Prime Bank Master Debit Card
ATM Card
Primary Dealer Unit
SWAPS
Import/Export Financing
Money Market Lending & Borrowing
Treasury Bills
Treasury Bonds
REPOs
Reverse REPOs
Treasury
Forex & Fund
Management
[ 131 ]
Advances
Retail Loans
Islamic Banking
Cash Credit
Loan General
Lease Finance
Hire Purchase
House Building Loan-Commercial/Residential
OD (General)
Letters of Credit
- Letter of Credit-Sight
- Letter of Credit-Deferred
- Back to Back L/C
PAD/PC/ECC
LTR/FDBP
Inland Documentary Bills Purchased IDBP
EDF Loan
Loan Against Imported Merchandize (LIM)
Letter of Trust Receipt (LTR)
Payment Against Documents (PAD)
Secured Overdraft (SOD)
Letters of Guarantee
- Advance Payment Guarantee
- Bid Bond
- Performance Bond
- Payment Bond
- Custom Guarantee
- Retention Money Guarantee
- Shipping Guarantee
- Guarantee - Others
- Swapnaneer Home Loan
- Swapnashaj Home Loan
- Swapnapuron Home Loan
- Abash Home Loan
- Car Loan
- Any Purpose Loan
- CNG Conversion Loan
- Doctors Loan
- Marriage Loan
- Travel Loan
- Household Durables Loan
- Education Loan
- Hospitalization Loan
- Loan against Salary
Bai-Murabaha
Bai-Salam
Quard
Bills (Islamic)
Bai-Muajjal
Izarah
HP under Sirkatul Milk
Musharaka
Term Investment-Retail
- Hasanah Home
Investment (Manjeel)
- Hasanah Auto
Investment (Burak)
- Hasanah Household
Durables Investment
(Asbab)
- Hasanah Medical
Investment (Shifa)
- Hospitalization
Investment
- CNG Conversion
Investment
[ 132 ]
ANNUAL REPORT I 2011
Other Services
Internet banking
SMS Banking
Phone Banking
Kiosk
Upcoming Products and
Services
My First Account ( Student Account)
Platinum Credit Card
Prime Cash (Biometric Card)
Mobile Banking
Credit Cards
Prime Bank MasterCard Gold Credit Card-Local
Prime Bank VISA Gold Credit Card-International
Prime Bank MasterCard Silver Credit Card- Local
Prime Bank VISA Classic Credit Card- International
Prime Bank MasterCard Gold Credit Card-Dual
Prime Bank VISA Gold Credit Card-VISA
M
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G
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MasterCard Silver Credit Card- Dual
Visa Silver Credit Card- Dual
Visa Gold Credit Card- Dual
[ 133 ]
2013
2014
2015
2016
2017
2018
We are pleased to introduce Prime Bank Foundation CSR Report 2011. This is our 5th
CSR report, which builds on our experience publishing annual CSR reports from 2007.
The year gone by has seen the expansion of CSR activities across the country which will
cater to the needs of our target communities and beneciaries. The year gone by has
seen a scale of impact created by our CSR activities. Our 2011 Report of Corporate Social
Responsibility is rich in ideas, accomplishments, and aspirations.
Prime Bank Foundation has always been playing an imperative role in the social life
of Bangladesh throughout its course of compassionate operation, during which the
Foundation has placed its resources and capabilities engaging in a range of activities that
are beneting its priority target people of the country over the past ve years.
The Banks activities have expanded from the economic activity and related services to
include many other areas of focus for social development, in order to contribute through
an effective leading role in serving the society. This effective role stems out of the Banks
understanding of its multiple responsibilities towards the society and based on our vision
which places the development of the country and addressing its issues in the forefront of
its priorities.
Being a leading economic edice, Prime Banks interest and focus are not limited to only making prot, but they also extend to
enhancing the contribution towards the national development process through development of the society. Further, this social
responsibility is not limited to todays society, but its services also extend to take into account future generations on the long
term. These generations are receiving their due share of care and attention through the concept of development of sustainable
projects which focuses on the development that satises the needs of present generations without compromising the ability of
future generations to meet their needs.
We have always believed that our projects/programmes designed to tailor to the needs of our priority target population create
opportunities for them to achieve their dreams. This belief continues to drive us towards new initiatives and new targets so we
can impact the lives of many people around the country.
As in previous years, this report shares some of the important work we are doing for our priority target groups, and our efforts to
manage a responsible social endeavours. The report aims to show that the Foundation fulls its CSR through careful attention it
accords to each of its activities, incorporating this discussion of the status of its recent activities. Furthermore, we have employed
the following guidelines in our effort to enhance the reports readability.
We explain Foundations stance on Foundation as a way of addressing the problems society faces
To give the reader a clear sense of how PBFs services relate to society, the report provides case studies of PBFs
ongoing emphasis on CSR through different projects/programme it conducts.
PBF considers this report an important tool for communicating with all manner of stakeholders and hopes to continue improving
it. Accordingly, we welcome your comments and suggestions.
The spirit, commitment and dedication of our employee and the CSR team at the project level who contribute to CSR activities is
truly phenomenal and goes long way in engaging effectively with our target beneciaries.
The new nancial year will see the launch of new initiative in health, education and sports for augmenting the contribution towards
national developmental process.
In conclusion, I extend my warm thanks to you for taking time to review our activities this year and for sharing with us a sense of
optimism for what we make possible. As this report demonstrates, we continue to make important and exciting changes and look
forward to updating you on further progress next year.
Sincerely yours,
Dr. Iqbal Anwar
Chief Executive Ofcer
Prime Bank Foundation
CEOs Go Over
Dr. Iqbal Anwar
[ 136 ]
Corporate social responsibility forms the most important
and integral part of Prime Bank Foundations philosophy
and strategy as a business enterprise run on a social
rather than a commercial model. The Foundation
regards itself as part of society and therefore considers
it its duty to behave as a responsible corporate
citizen. Prime Bank Foundations CSR commitment is
epitomised by its projects, some of which organisation
has been implementing or supporting for years. In 2011
the Foundation provided funding for these activities,
focusing more on the elds of education, health, sports
and other social needs. Foundations diverse activities
in the area of health accounted for about half of
CSR spending, followed by expenditures for
education and development/promotion of sports.
We continuously develop the scope of our projects
and/or extend them to additional areas.
We rmly believe that a sustainable CSR
commitment in these areas can make an important
contribution to the viability of society while at the
same time improving the conditions for our social
business activity in the long term.
We understand that by integrating corporate
responsibility into every facet of our work we can
improve the overall bottom line. We strive to operate
consistently with integrity and respect toward all
our stakeholders. We are committed to:
investing in the long-term sustainable growth
of our social work;
responding to the needs of our priority target
groups and beneciaries;
investing in our employees for improving
organisational efciency;
being more inclusive in our workplace and in
our interactions with beneciaries;
contributing to and championing causes that
matter to our employees, our target beneciaries
and the communities we serve; and
enhancing the impact of our work on the personal,
family and community levels of our target groups.
Our corporate social responsibility has always focused
on initiatives and issues that are important to our
stakeholders and that demonstrate our commitment
to doing the right thing as a matter of principle. In our
quest to constantly improve our reporting, this years
report includes more performance-based information
that links our initiatives with the priorities already set.
Our goal as a responsible corporate citizen is to create
social capital. We leverage our core competencies in
our following areas of focus:
EDUCATION
Having taken education as a tool for social change, we
enable underprivileged talents across all disciplines
as one of the most important sources of growth and
progress. It is a social investment to create opportunities
for our priority target people and communities and shape
their own future. In the reporting year, the Foundation
continued to support its projects on education.
Education Support Programme
Prime Bank Foundation is proud to have another
year of success of its Education Support Programme,
a long term, renewable scholarship programme for
underprivileged but meritorious students across
the country for persuasion of their graduation/post-
graduation level studies rather than providing one time
The Guests are on the dais of Award Giving Ceremony-2011
Newspaper advertisement on ESP in 5 years
recognition awards to good performers, launched in
2007 to remove the access barriers of many economic
hardship-hit deserving students to their desired level
of education. Through this project, we engage to
build self-respect and capabilities to make career,
educational and life-changing journey. Throughout the
year, the Foundation rambles to promote mentoring
relationships needed for inspirational services for the
students. In order to keep the continuity of triumphs of
the rst four years of the programme, in the fth year
i.e. in the reporting year, another 205 underprivileged
but meritorious students, the highest in one year
since its inception, have been included to provide
with nancial support in the form of monthly stipends
for the persuasion of their graduation/post-graduation
level studies in the countrys public sector universities
and medical/engineering/ agriculture colleges. With the
inclusion of these students, the total number of poor but
meritorious students who are the recipients of Prime
Bank Foundation stipends stood at 891.
For awarding stipends in 2011, same processes for
inviting applications from potential poor but meritorious
students through advertisement in the countrys
leading national dailies and their selection by the
Foundations Advisory Committee were followed.
The rst instalment of stipends of all those students
selected in 2011 was handed over through a formal
award giving ceremony organised on September 28,
2011 at BIAM Foundation, New Eskaton, Dhaka. The
Foundation without making any failure continues to
gratefully acknowledge the great contributions made by
its Advisory Committee constituted in 2007 for selecting
awardees in ve years in a row including the reporting
year. In addition to furnishing some vital statistics in
graphics on the programme, some of the Case Studies
on the outcomes/impacts of Prime Bank Foundations
Education Support Programme are portrayed for our
readers and stakeholders.
An awardee receiving cheque from Barrister Raque-ul Huq
[ 138 ]
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[ 140 ]
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|||<< ||<|| | <||< |<||< |<< <|<
+ ||--
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| |< ||< |-< | ||-< <<| <|<|
|<+| |+, << |< < |<< ||
|| |< |< | < $|< < || < < |<+|
|| - |+ <|<< +|| | < |<+| || |<
| |+ =+|- +| | +< - |+|< |< |<<|<<
+ |< <$ | =+|-+ | =|+| =|$| -< -- ||
+| +< |< $ -|+ -/- |+| +|| - | |-
|< |
>: < =| + |<-< |<n|<-i<< |<
$|v+ t $ #+ <it< <+n-< |n<|<
|<| +- t+ < |<|| -+# < <<
<- |<< +- +- |v+ t =
$ <i^ < |$ <- <-- <<< <|< -i =<< <| +-
+< <t << =<| << |-- << |-- #+
<it< ||+< < n < <|< + +| <-|< <
< n< << -+ t <# >o <<< =||-<^ #+ <it<
<+n- | |-|-f <+ <-- | + |-< ||$
[ 142 ]
|-< |-t -+ | +- +- - <|| <| |+ < n <|<
|-<# < ^|< << -<< <+n- | |< <#
< << -+|+ - <|< <+n-< =< <+<+< <v
i< |+ #| +- |+< -1< |<<< |<-<
|<n|<-i< $|v |+ <|< <--| <+ + |-<|v
+< << =<- |<<n t< +< <+-i <- -<
<f tv +-< t< i<, <|| <| |+ <"
|< <| ||+ | ||< |-+ |< ||+,
+< |<-, -| =+ |<<|<< <| < |<
+|< < -|< -| |< + <|<| | | -||<
|+| |<|< <|<- -< || = <|+| $ | =+ -||<
+| + | <|< +< |< + = <|<--|
|+|< |< +<< || << <|| ||
+< -| || = |<
-< |$|< < ||| + ||< <|<| <, |+
<- +-< +-<$ |<- |-+ |<|-, $< <t+
-<< < #| |<- -< <f <<v ^, << |
|-+ +< + -< <+ |$<v <|< <|< <|< <
<<+ +# +< + +< |<< |-+ |- - =-
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+|$ $ ||<| + |- |-|< <|-|< |-
+ -< < || ||+ = r < |< |-
-| ||< | |<| <, n<|<< < <t |+
#|< <$ |n|+ <<< -< +< #|< <|+
<<<- --< |-< +<< +<-< <- <t |n
|-+ <- =-i << -< <+- <<- #|< +"
<| | ||< -< -|- +< ||< |
||< <|<| << |< < |< ||<+|< T| |<+| || ||
<||$< ||*| <|<|-| |<<|<< -< | || (-|$|| <| + :)
Frequently Asked Questions (FAQs) on ESP
Ques: What is ESP?
Ans: The Education Support Programme (ESP) is a long-
term but renewable stipend programme for underprivileged
but meritorious students launched in 2007, to remove the
access barrier of many economic hardship-hit estimable
students to their desired level of education.
Ques: Why ESP?
Ans: Through this programme the underprivileged but
meritorious students are provided with nancial support
in the form of monthly stipends for the persuasion of their
tertiary(under-graduation/graduation/post-graduation)
level studies in the countrys public sector universities and
medical/engineering/agriculture colleges.
Ques: Who are eligible for ESP?
Ans: The poor but meritorious students who are selected
under following two categories:
Merit category: Under this category, the selection is done
totally based on the CGPA marks obtained in SSC & HSC
examinations.
Special category: Under this category, the preference is
given to meritorious students belonging to disabled, orphan,
severely distressed, son/daughter of a poor Freedom
Fighters & ethnic groups.
Ques: How are the applications invited for ESP?
Ans: The applications from the potential underprivilegded
but meritorious tertiary level students are invited through
advertisement issued in the countrys highly circulated
newspaper usually in the month of April of each year.
Ques: Where are the application forms available?
Ans: Immediately after the advertisement the application
forms are available at all branches of Prime Bank Limited
and Prime Bank Foundation Head Ofce.
Ques: Who selects the students every year?
Ans: The three member Advisory Committee constituted for
Foundations ESP selects the students based on a set of
criteria developed by them every year.
Ques: How many students are awarded so far?
Ans: A total of 891 underprivileged but meritorious students
have already been awarded.
[ 144 ]
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[ 146 ]
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|||< |-|<< | |<||< +| < <|< <|<| |
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< <|| |-+ |$| <|+ + || |
|<|< +<< |+|< = | || $ | |-|< |<<
< |-+ < |-|< |+ +< || | | ||<| |<
||<| | |-|< |+| |<|<-| |$| +< |+

|<|< <| || <|| +|< | | - =|<
|-|<-< <||$ =+< +$ <| = |<||+| <||$
[ 148 ]
|| | | +< | |-|< | +|
'< +< =< <, #+ <it< <+n-< |n<| +<
=<t +-< |<<<< -i =< <$ n|<-" |$| <
|+<|< |<| |^| -<| +< |+ <<
| || |<+||+< |-|< | <|+< ||<
||< |-< |+<| | | -|<||< <| < -||<- +
<< | |+||<| +< <+ < +< |-|<
|-|<< | = | < |<<|< | = =+
|<| |<< | | | |- |+ |-|< |
+ |+ <|<| +< |$| |< =+ |-| |<<|<<
|-|< |$| | |+<| +< |<<|<< - |< ||
|<< |-|| |< | | +< |-|< =
||< ||< |-< | <|+ |+<| +<
t<<| << < |< |<<+-
<i|+ << <| |-|< =+ ||< <|+ ||<,
|<< = |< <-<| ||<-|< |<
| |<< -| --+ |<, - |<<|<<
<| =< <||< |<|
|<<|<< << |-|<< < ||+ = |< |<+| ||
- | =+< +$<| | |<||+| <||$ < =
|<| ||, |<|< || - <|+ |<< |
=+ <| |<|< ||| | +|< - | |- ||+|
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+-< |<-< +< #+ <it< <+n- < |n<|
-- <<< +< v |+|+, < |<<< =v
n| < < < |<n< << - < =<# <
+-< < |-- -< + <t -#" =< < |-|<<
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|< -|| +<
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< = < +| <+ || |-||| +< ||--<
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= $|< < || |+|, <|< |+|< | |+ -
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|* |< $| || =+| ||+ |< ||-< <|<|< <
| |<|-< -|< +| +< || | | +< | |-
+ ||--
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|<|< -| <|| = <| <| +< ||-< <|<|-|
| ||-< $|| ||-< |< |<< +|$ | -<-|
= +' |<|< +| +

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|<|< + |<<| +* ||-< | -| ||-<
+| |< -|| +<
| |-| +|<, |<| = |<|+ ||- || < '|<
+< < |-| +<| = |<| ||- + <, ||-
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|< | <| |-< -|-| <, ||-< = -|||
<T - ||< ||< < -< | |-< | | <|+
|< <|+ =+| <| +< ||, || |^|
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|<- <| ||"
'| |<|$ < |-+ ||+ | |- (|)
= + ==| | ||= |
+| |<-|< +| | ||-
[ 150 ]
The Prime Campus Model
Four Key Features
From its founding in 2008, Prime Campus was planned
by Prime Bank Foundation not only as an educational
institution in itself but as a model for the creation of a
series of English medium schools with an international
standard, but low cost, O- and A-level programme. A
CSR project comprised of several such schools in Ban-
gladesh would contribute to the countrys social and
economic development as many families would have
access to a kind of education now enjoyed by few. After
three and a half years as a viable, growing institution,
Prime Campus has enough experience and nancial
sustainability to serve as a model and the rst branch,
in Mirpur, is now in the planning stage. What are the
main features of this model that should be kept in mind
in this important work?
First, Prime Campus offers a quality educational pro-
gramme with three facets: interactive, child-centered,
and values-driven. The programme is interactive, in
part, because the teacher asks questions orally to bring
forth information students already have from their life
experiences. The resulting interaction between what
they know and what is being taught is how learning
takes place. This facet also involves applying what stu-
dents have learned in class by drawing, making science
or math projects, and taking eld trips to places such
as the zoo, National History Museum, Planetarium, and
a local post ofce. Having an active role in the learn-
ing process, students not only learn more efciently, but
also develop their thinking, problem solving, and cre-
ative capacities.
Child-centered, or child-friendly, means students
and their needs are given respect and careful atten-
tion by the teacher and administration. In being asked
questions orally, students and their knowledge are the
focus, not the teacher and what he or she knows. This
practice also reects the aim to make the learning expe-
rience enjoyable for the child since it is more fun to learn
through the question-and-answer than the traditional
lecture-memorization-examination method. The impor-
tance given to making the learning experience enjoyable
and not too pressurized is based on the observation that
children are naturally motivated to learn. Also, if they
enjoy the process, they will learn more efciently and
want to continue learning throughout their lives.
Values-driven refers to the insistence on educating
not only students intellectual, but also moral capabili-
ties. Prime Campus students are taught, and evaluated
partly on the basis of, universal human values: respon-
sibility, consideration of others, honesty, and initiative.
Students must acquire not only academic subjects but
good character traits if they are to contribute to the bet-
terment of society.
A second basic feature of the Prime Campus model is
its comparatively low cost. The annual session fee is
Tk. 9,000. There is no one-time admission fee. Monthly
tuition ranges from Tk. 1,100 for Nursery and Kindergar-
ten students to Tk. 1,300 for Class 3, the highest class
currently offered. The fee will be Tk. 1,400 for Class
4 next session. The school has also avoided frequent
or substantial increases in its rates. In four years, the
session and tuition fees have been raised only once,
by Tk. 1,000 and Tk. 100-200, respectively. This has
been possible partly through responsible management
of funds.
Thirdly, the school gives a great deal of importance
to teacher training. From 2008 to 2010, its staff were
trained by teachers at BACHA English Medium School
in Monipuripara, Dhaka. BACHA is an established insti-
tution that has successfully used the interactive, child-
centered methodology for ten years. Most of the train-
ing was of several months duration and given prior to
Prime Campus stages a puppet show in the park at Uttara, Dhaka
Teaching students in the class room
entering the classroom. Beginning with one trainee in
the fall 2011 semester, Prime Campus has undertaken
the training of its staff. Sustained preparation through
daily classroom observation and regular instructional
sessions is crucial since the teaching method differs
from that in most schools in Bangladesh and is at the
heart of Prime Campus quality programme.
A fourth and nal feature is the insistence on parents
involvement in their childs education. Parents access
to the school administration is important in facilitating
this involvement and the Principal and Administrative
Ofcer are readily available by phone, internet, and in
person. Once or twice per semester, parents assemble
at the school for brieng on policies and procedures
and for meeting individually with teachers. A recent as-
sembly featured the topic Parents Role in Their Childs
Education. Involvement was also encouraged recently
through a two-week programme of classroom visitation
and observation by parents during their childs class
time.
These are the salient points of the Prime Campus model
that must be kept in mind in establishing a new branch.
No doubt the new school in Mirpur will differ in many
particulars, as its locale and clientele will be different.
These four features must be in place, however, if the
image is to be a faithful representation of the model and
a step toward fulllment of the CSR project aim: social
change through education.
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Frontal view of Prime Campus Building
[ 152 ]
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Being an integral part of our activities, raising of
awareness on and generation of demands for eye
health of healthcare, making availability of an affordable
eye care and increasing accessibility to available eye
care for all are our current three themes in health
sector. Prime Bank Foundation through its eye hospital
aims to display an active commitment to improving
eye healthcare services in its primary and secondary
catchment areas with the dual aim of supplementing
the efforts being made by the government and other
key players for the prevention and control of avoidable
blindness of the people of the country and helping
to achieve the goal of Vision 2020 Initiative of World
Health Organisation.
In 2011, Prime Bank Foundation with technical and
management assistance from Aravind Eye Care System,
one of the centres of excellence in India completed
the set up of Prime Bank Eye Hospital to be ofcially
launched in January 2012. The hallmarks of Prime
Bank Eye Hospital will be quality eye care at prices that
everyone can afford. A core principle of Prime Bank Eye
Hospital is that the hospital will provide services to the
rich and poor alike, yet be nancially self-supporting.
This principle will be achieved through high quality, high
volume care and a well-organised system.
In addition, in 2011 we partnered with the countrys only
public sector teaching medical university to support
the capacity building efforts of its Faculty of Nursing.
Though this partnership, the Foundation supports an
overseas nursing instructor engaged for the Department
of Graduate Nursing, Faculty of Nursing of the university
to build the capacity of local faculties.
In 2011 the Foundation with a view to going ahead with
the next project on nursing education initiated ground
work with its potential overseas partner to partner with
for technical and management assistance needed to set
up an international standard nursing college at Savar,
Dhaka. The outcome of the dialogue/communication
made with the Nursing Institutions in the Philippines,
a country well known for nursing education has been
quite encouraging to take it forward.
Furthermore, we entertained a good number of
institutional and individual requests made for nancial
support for development and medical treatment
respectively.
HEALTH
A partial view of Prime Bank Eye Hospital
Heading
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It gives me an immense pleasure to experience an
exhilarating beginning of Prime Bank Eye Hospital,
an initiative of Prime Bank Foundation set to make a
difference for eyecare in Bangladesh. I believe that
raising awareness of proper
eyecare and providing
hospitable quality eyecare
services can greatly reduce
the occurrence of eye
diseases and blindness.
Prime Bank Eye Hospital
is an example of a noble
and auspicious initiative
that intends to address this
important area of countrys
health sector. I am sure that
the people in Bangladesh can repose their trust on
a caring and highly skilled team of professionals
having eye care at the state-of-the-art eye hospital
at home.
It is indeed a matter of pride and
honour for me to be a part of this
noble venture and team. Thus, I
believe that I have brought with me
a wealth of experience, expertise
and lessons learned from a range
of institutions and organisations
that could be blended into the Prime
Bank Eye Hospital framework to
make it a highly successful one for
the future.
Prime Bank has been sponsoring sports for more than
a decade. This commitment is based on support for a
wide variety of tournaments and clubs in the areas of
countrys popular and entertaining sports. The Bank
has also served as a patron of the sports and culture.
Our support for a range of sports and clubs make a
signicant contribution to the sports and cultural life and
enhance the attractiveness of our corporate roles. It is
our belief that creative inspiration and stimulation open
minds to innovative solutions.
Our unique proposition in 2011 is that we have formed
a cricket club in the name of Prime Bank Cricket Club
(PBCC) to initially offer club cricketers the opportunity
to experience the life of a professional cricketer.
Subsequently we will offer exclusive cricket pathway,
an integrated cricket development programme with
a well dened and progressive road map. Its journey
has begun acquiring a Premier Division cricket team
eligible to play the Premier Division Cricket League right
from the beginning. We also want to be set to work to
develop, promote, spread and publicise cricket all over
the country.
The modern sporting environment demands that a
sportsperson is able to execute his/her skills in a
number of ways and in different scenarios. No longer
is it sufcient to be able to demonstrate a skill in
perfect technique style, the measurement of success
is dependent on the players ability to make the correct
decisions at the right time in a playing environment. This
is no more evident than in the sport of cricket. Cricket
has evolved markedly in the recent past and the advent
of different formats cricket demands that batsmen
are able to score good runs and bowlers have a wide
variety of deliveries with the kind of condence they
need to do so. Our future plan is to develop a Cricket
Academy making sure that coaches, tness trainer,
sports psychologists and appropriate infrastructures
are available for those who want to develop their cricket
potential to the full, be physically t and mentally tough.
We believe that as a child progresses academically;
his/her cricket development should also progress in
parallel. From learning the basics of cricket through
fun and modied games, a child should have the
opportunity to travel the cricket development journey
attending sequential coaching programmes developing
their cricket potential whilst supporting their academic
growth. Besides quality cricket coaching, emphasis
will be placed on communication skills, physical and
mental tness, tournament preparation and playing
performance.
In addition, in 2011 we also continued to make
signicant contributions to other sports and games like
Golf, Tennis, Swimming etc through sponsorship and
donations for their promotion and development.
A pictorial view of a practice session of Prime Bank Cricket Club
SPORTS AND CULTURE:
Its my optimism
Dr. Salma Parvin, Consultant
[ 154 ]
Response to other social and emergency needs
In 2011 we responded to many other social and
emergency needs some of which are outlined as below:
Responded to emergency needs through
distribution of winter clothes to the disadvantaged
people hit by cold spells
Made donation of three pickup vans to Dhaka
Metropolitan Police
Made donation to Biswa Shahittah Kendra, a well
known campaigner of Book Reading and Mobile
Library in Bangladesh for different publications
Made donation for organising Science Festival/
Fair and other extracurricular activities including
national level debate competitions by educational
institutions and conference on Eco-Tourism
Also sponsored a handsome number of social events
organised by renowned national and international
organisations/institutions in Bangladesh
The Prime Bank Foundation in line with its strategic
framework and in conformity with Bangladesh Banks
guidelines on CSR kept going with its endeavours
during the reporting period focussing on three strategic
goals or pillars set for ve years from 2010 onwards.
The achievements against the key initiatives with near
and long term measurable targets under each pillar are
seen as under.
We are making over Prime Bank Foundation into a
more competitive and efcient organisation to develop
and run social enterprises. An organisation built on
strong values and a deep commitment to excellence
an organisation that our employees, our clienteles and
the societies we work in can be proud of.
Continuing to run our social enterprise in a responsible
way is central to our transformation. We do not need
to have a separate responsible business strategy
because our commitment to responsible, values-
oriented social enterprise underlies everything we do.
This means being led by our values & principles, being
transparent about how we work, responding to the needs
of our stakeholders especially by putting beneciaries
rst in our decision-making, being thoughtful in how
we communicate and not compromising our ethical
standards. When we do this we generate real value for
our beneciaries and our social enterpirse.
We are building on our strong culture in which all our
decisions are guided by our values:
Commit to transparency
Show respect for our people we work with or for
Demonstrate the highest integrity in our conduct
Be target beneciary focused
It has been quite a journey. As I put on the training
shirt of the Tigers and walked down to the ground,
the realisation dawned upon me that my life has
been cricket.
I had started off as a boy, trying to become the
hero of Wills Little Flower School and at the dusty
ground at Shiddeshwari. Following up on that
determination, I went on to lead Bangladesh
in Test cricket. It was truly the highest
accolade I could ever achieve.
I had always tried to become a good cricketer
and worked very hard towards achieving
that goal. The greatest compliment I ever
received during my career and after was
that I was acknowledged as a ghter
who never gave up.
I still dream of developing cricket
in Bangladesh. I have rendered my
services in various roles to the Bangladesh Cricket
Board. After retirement, I was given the responsibility
of the Operations Manager for the Academy Team,
Manager of the Bangladesh National Team and
later as the Assistant Coach of the National Team.
However, I always felt I have to do a lot more for the
country to full my dreams.
Currently, I am employed as the Manager cum
Coach for the Prime Bank Cricket Club (PBCC),
an endeavour of Prime Bank Foundation, the non-
prot subsidiary of Prime Bank Limited - one of
the leading Banks in Bangladesh for its corporate
social responsibility. It has been a great opportunity
for me to full my dreams working with such a big
corporate house. I believe that through PBCC we
will be able to provide international standard
training facilities and a professional attitude
towards the players.
PBCC is committed to creating an
enabling environment in club cricket to
help players mentally, physically and
technically to be able to perform better
than their best. The involvement of Prime
Bank in club cricket should denitely
be playing an important role in
impacting on the development of
national level cricket. As a result,
countrys other corporate including
the banks may come forward to
synergise the efforts being made by the existing key
players including Bangladesh Cricket Broad. I also
feel, with the help of Prime Bank, we can develop a
state-of-the-art Cricket Academy with all the required
facilities and more. I rmly believe that someday,
through this Academy, we can provide a lot of
talents and capable cricketers who shall do magic
and full the dreams of millions of Bangladeshis.
I dared to dream
Khaled Mahmud Sujan, Manager cum Coach
n that
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Three Strategic Goals
Goal 2
Make health more accessible to
the target population we work for
Goal 3
Build a strong and dynamic
organisation, capable of facilitating
effective education, eye and other
components of health programme,
and having positive impact on public
opinion, policies and practices.
Goal 1
Make education more
accessible to the target
population we work for
Both access and quality in education have been given attention,
as education programmes continued to be implemented.
Sizeable increase of our programme reach in all 64 districts of
the country including the very hard-to-reach areas through ESP,
a programme to respond to the needs of the grad/undergrad/
post-grad level underprivileged but meritorious students of the
country.
Availability of low cost quality education to much more number
of children through Prime Campus
Identication of and building relationship with a well known
University for nursing education in the Philippines to partner
with to make quality nursing education available in Dhaka at an
affordable price within a couple of years
Completed the set up of Prime Bank Eye Hospital in Dhaka, a
well equipped eye hospital staffed with skilled workforce with
the technical assistance from Aravind Eye Care System of
India to provide a wide range of eye care services to all.
Where cost is an issue, eye care is not out of reach. Prime
Bank Eye Hospital, an initiative of Prime Bank Foundation,
from the beginning of 2012, will provide high quality eye care
services as part of its Corporate Social Responsibility
Our capacity development endeavour, is envisioned to
institutionalise learning processes and systematically organise
sharing of information, experiences, best practices and lessons
learned with our project level people and the organisation we
work/partner with. We aim to institutionalise the core values
of responsible corporate citizenship into the way of doing
business, to mold future business and to professionalise the
practice of CSR.
Monitored, measured and report on the impact of the work that
we do
Implemented information sharing and communication sharing
and communication systems to link our people and programmes
around the country
Increased efciency in managing organisational resources
Continued building capacity of project staff and systems to
support our target people
Initiated the development of a Master Plan on the land
purchased around Dhaka to be followed by development of
project specic detailed plan to be materialised in a phased
manner over the next 5-7 years.
[ 156 ]
continuation text
Financial Reports 2011
Directors Report
Auditors Report to the Shareholders
Financial Statements - PBL
Financial Statements - OBU
Financial Statements - PBIL
Financial Statements - PBSL
Financial Statements - PECL, Singapore
Financial Statements - PBL Exchange (UK) Ltd.
Financial Statements - PBL Finance (Hong Kong) Ltd.
Calendar of Signicant Events
Notice of the 17
th
Annual General Meeting
Branch Network
Glossary
The Board of Directors of Prime Bank Limited has the
pleasure of presenting the 17th Annual Report and
Audited Financial Statements for the year 2011 together
with the Report of the Auditors to the shareholders. A
brief overview of world market trend with the performance
of Bangladesh Economy has also been provided in the
Report. A review of this report would reveal continuous
growth of the Bank in a stiff competitive environment.
Business Review
Global Economy
The growth prospect of global economy dimmed in 2011
and annual average growth rate was 3.5 percent. Risks
sharply escalated during the fourth quarter of 2011 and
growth prospects remain highly uncertain in key trading
partner countries of Bangladesh, particularly in Europe
due to the unfolding sovereign debt crisis. The United
States is showing edging signs of recovery but overall
growth prospect for 2012 in advanced economies
remains bleak and there have also been downward
growth projection adjustment in developing countries
(from 6 percent in 2011 to 5.4 percent in 2012) including
India and China.
The growth in emerging and developing economies
showed more than forecast, possibly due to a greater-
than-expected effect of macroeconomic policy tightening
or weaker underlying growth. Currency markets were
volatile, as the Japanese yen appreciated and many
emerging market currencies depreciated signicantly.
Near-term growth prospects in the major advanced
economies appear to be weakening, with growth also
showing signs of moderating in emerging economies.
Risks now point to the downside, from weaker global
activity and renewed nancial volatility, including that
triggered by scal challenges in a number of advanced
economies. Asian regional growth is healthy but shows
signs of slowing down. Ination in much of the region
remains stubbornly high, driven up in developing Asia
by higher food and fuel prices.
Bangladesh Economy
Bangladesh economy moved on a path of rapid and
sustained growth in FY11 consolidating the strong
recovery that emerged in FY10 and beneting from
external demand that remained favorable. The
economy gained some momentum during FY11 as
output and investment activities in the economy paced
up substantially in FY11 after a couple of years in
post-global crisis relative slowdown. The buoyancy in
economic activity was predominantly aided by robust
growth and strong domestic demand. However, rising
global food and fuel prices, deteriorating remittances,
an increased reserve drawdown, huge stock market
volatility and its potential impact on the banking sector
were the short term risks for Bangladesh economy.
The economy attained a 6.7 percent real GDP growth
in FY11 driven by a robust growth in industry and
increased output in agriculture and service sectors.
The expansion was broad-based, registering positive
growth by all sectors and sub-sectors of the economy.
Agricultural sector achieved a strong growth of 5.0
percent in FY11 aided by continued policy support
from the Government, including subsidy in input prices,
adequate supply and timely submission of key inputs,
higher procurement prices of outputs, adequate access
to credit and better delivery of extension services.
Industry sector exhibited a robust growth of 8.2 percent
in FY11 against 6.5 percent in FY10. This was led by
strong growth in manufacturing and construction sub-
sector which recorded an impressive growth of 9.5
percent and 6.4 percent respectively in FY11 against
6.5 percent and 6.0 percent in FY10. The accelerated
growth of the sector was mainly due to huge investment
in large and medium scale industry. Directives from
Bangladesh Bank to promote adequate credit delivery
and other mode of nancing facilities to Small and
Medium Enterprises (SMEs) contributed to achieve
satisfactory industrial growth. Service sector registered
6.6 percent growth in FY11, marginally higher than
6.5 percent of FY10 and contributed 49.7 percent of
total GDP. However, monetary intermediation (banks)
achieved lower growth of 8.8 percent in FY11 compared
to 10.5 percent in FY10. Ination rate maintained
upward trend and reached to 8.8 percent in FY11 from
7.3 percent in FY10. The point to point basis ination as
at end December 2011 reached to 10.63 percent. The
rising ination was largely because of food prices hike
in the domestic markets, continuous rise in international
commodity prices including food, fuel and fertilizers,
growing demand caused by global economic recovery,
higher-than-targeted money supply growth and Taka
Directors
Report 2011
[ 158 ]
depreciation. Weighted average exchange rate for 1 US
Dollar depreciated from Tk 74.1493 in end-December
2010 to Tk 81.8529 in end-December 2011. Domestic
savings-GDP ratio declined from 20.1 percent in FY10
to 19.6 percent in FY11 while investment-GDP ratio
increased from 24.4 percent in FY10 to 24.7 percent
in FY11.
Monetary policy stance remained accommodative for
productive economic activities with growth supportive
nancial inclusion promotion measures in credit policies
while also rmly discouraging diversion and undue
expansion of bank credit for wasteful unproductive uses
to stem build-up of inationary pressures. Bangladesh
Bank continued to support credit growth for activities
facilitating production of goods and services, providing
renance against lending in income generating priority
sectors (agriculture, SME, low cost housing etc.) while
discouraging excessive expansion of non-essential
credit and similar other demand side lending. Lending
interest rate caps imposed earlier in the backdrop of
global slowdown became no longer tenable in the
changed context of high and rising demand. Phase
out of these caps was initiated in March 2011 starting
with loans other than industrial term loans and loans for
restoration of balanced advance deposit ratios in banks.
The weighted average interest on bank credit increased
to 12.4 percent in FY11 compared to 11.2 percent in
FY10. On the other hand, the weighted average cost
of deposits increased to 7.3 percent in FY11 from 6.1
percent in FY10. The growth of Broad Money stood at
21.4 percent in FY11, which was lower than previous
years growth of 22.4 percent.
The total assets of the banking sector in 2010 grew
by 22.4 percent over 2009. The share of State-owned
Commercial Banks (SCBs) in the total assets of the
industry slightly decreased to 28.5 percent in 2010 from
28.6 percent in 2009. The share of Private Commercial
Banks (PCBs) rose to 58.8 percent in 2010 from 57.4
percent in 2009. Bank credit rose by 24.95 percent
during FY11 compared to 23.16 percent in FY10. On the
other hand, bank deposits increased by 21.85 percent
in FY11 compared to 20.90 percent in FY10. The share
of deposits of the SCBs decreased from 28.6 percent in
2009 to 28.1 percent in 2010. The share of PCBs rose
to 60.9 percent in 2010 from 59.0 percent in 2009.
Export earnings recorded signicant growth of 41.5
percent and stood at USD 22.9 billion during FY11.
Export of RMG products, which fetch about 78.1
percent of total earnings, registered a high increase of
43.4 percent and stood at USD 17.9 billion. Export of
knitwear grew by 46.3 percent while export of woven
garments grew by 40.2 percent. Frozen shrimps and
sh export increased by 39.8 percent. Export of leather
and leather products increased by 31.7 percent. Export
of raw jute and jute goods increased by 82.0 percent
and 28.1 percent respectively. Import payment stood
at 30.3 billion in FY11 indicating an increase of 5.4
percent over FY10. Import of capital machinery and
other items increased by 28.6 percent, while import
of consumer and intermediate goods increased by
54.6 percent. Inward remittances from expatriate
Bangladeshi nationals recorded lower growth in FY11
in the face of slow recovery of manpower exporting
centers in the aftermath of global economic slowdown.
Receipts on this sector increased by 6.0 percent and
stood at USD 11.7 billion in FY11. Total ofcial foreign
aid disbursement decreased by 21.0 percent and stood
at 1.8 billion in FY11. Though current account surplus
was USD 1.0 billion, the balance of payments registered
a decit of USD 0.9 billion in FY11. The gross foreign
exchange reserve held by Bangladesh Bank stood at
USD 10.9 billion at the end of FY11.
Near outlook for the Bangladesh Economy
The prospects of the Bangladesh economy are
favorable over the near and medium term, provided
there in no let-up in the process of increasing foreign
demand, strengthening the supportive macroeconomic
policies and subduing ination. The real GDP growth
of Bangladesh has been projected to be in the range
of 6.5-7.0 percent in FY12 by Bangladesh Bank
(forecasted to be 7.0 percent by ADB and 6.7 percent
by IMF). Despite strong export growth and supportive
remittance inows, the balance payments ran into a
decit at the end of FY11 for the rst time in a decade
due to pressures emanating from rising oil and capital
goods imports, volatile commodity prices and weak aid
inows. In recent months global economic conditions
have signicantly deteriorated countrys export and
remittance growth may slow down as is the case with
other countries. Fiscal pressures have also emerged
due to increasing subsidy costs, mainly on account
of fuel consumption, despite tax revenues having
exceeded 10 percent of GDP in FY11- a milestone
for Bangladesh. Finally, ination reached a multi-year
high with aggregate demand and food prices the major
drivers.
In response, greater exchange rate exibilities have
been allowed to relieve external pressure along with
undertaking moderate fuel price and electricity tariff
adjustments to contain subsidy costs. Moreover, the
latest monetary policy has been taken by Bangladesh
Bank taking the recent economic developments into
account and pursuing a restrained monetary growth
path in order to curb inationary and external sector
pressures, while ensuring adequate private sector credit
to stimulate inclusive growth. But there are several key
challenges:
Persistent shortages of power and gas supplies
disrupting production in installed capacities and
slowing down investment for new capacities;
Probable continuation of decline in manpower
exports adversely affecting remittance inows;
Risk of exacerbating domestic ination caused by
upward revision of energy prices;
Floods and other natural disasters and climate
change.
support will be directed to adequate credit ows towards
all productive but under-served and un-served sectors
especially in agriculture, SMEs, women entrepreneurs,
renewable energy and efuent treatment projects. In
these initiatives innovative partnerships between banks,
micronance institutions, mobile phone and smart
card based IT platforms for efcient and cost effective
customer service will be continued to be encouraged
and supported. Banks would be pursued by Bangladesh
Bank to reduce interest spread for productive sectors
and improve managerial efciency by reducing the
burden of non-performing loans.
History of PBL
Prime Bank Limited started its journey in the year
1995 with the rm commitment of excellence customer
service with a difference. Its vision remained to be the
best private commercial bank in Bangladesh in terms
of efciency, capital adequacy, asset quality, sound
management and protability having strong liquidity.
Having recorded progress in all areas PBL has now
established itself as the leading and strongest of private
commercial banks in Bangladesh.
PBL was formally launched in April 1995 with one branch
at Motijheel Commercial Area, Dhaka. It started its Islamic
Banking operations in December of the same year.
It was listed with both the bourses of Bangladesh viz.
Chittagong Stock Exchange and Dhaka Stock Exchange
in 1999 and 2000 through initial public offering.
It was registered as Merchant Banker with the Securities
and Exchange Commission, Bangladesh in 2001 for
starting its Investment Banking and Advisory services.
In 2003 PBL became primary dealer for buying
and selling securities under the license issued by
Bangladesh Bank.
PBL has also expanded its services cross border with
a view to providing banking services globally. It opened
its rst fully owned subsidiary- Prime Exchange Co. Pte
Ltd. in Singapore, which started its operation from 8th
July 2006 to offer remittance service to Bangladeshi
Nationals living in Singapore. This is the rst ever fully
owned Exchange Company of a Private Sector Bank of
Bangladesh established in Singapore with the approval
of Bangladesh Bank and the Monetary Authority of
Singapore. Opening of the fully owned subsidiary in
Singapore has added a new dimension to the banks
remittance operation widening its global reach for
remittance services.
With permission from Bangladesh Bank and registration
of Financial Services Authority, UK, Prime Exchange
(UK) Limited, another fully owned subsidiary of PBL,
started its operation from August 02, 2010 in the UK
along with its three branches in London, Birmingham
and Manchester. Within a very short span of time, the
company has been able to create a large customer
base through efcient and professional service to
Bangladeshi Nationals living in the UK.
PBL Finance (Hong Kong) Limited, another fully owned
subsidiary of PBL started its operation in September
2011. The main functions of the subsidiary are to advise,
negotiate, conrm and provide discounting facilities
against LCs originating from PBL and other banks in
Bangladesh. The company will also handle remittance
business.
As per directives of Bangladesh Bank, PBL converted
its Merchant Banking and Investment Division (MBID)
into a subsidiary in the name and style Prime Bank
Investment Ltd. in 2010. With the view of business
diversication in mind, the bank also established another
subsidiary company in the name and style Prime Bank
Securities Ltd. to provide brokerage services in the
stock market.
Offshore Banking is a unique solution for Banks across
the globe to carry out international banking business
involving foreign currency denominated assets and
liabilities taking the advantages of low or non-existent
taxes/levies and higher return on investment. With
the aim to offer innovative banking service to the Non
Resident customers, PBL opened its rst Offshore
Banking unit in 2007 at DEPZ, Savar, a new dimension
in its customer friendly business activities. The bank
opened two more Offshore Banking Units at CEPZ,
Chittagong and Adamjee EPZ, Narayangonj.
[ 160 ]
The introduction and expansion of ATM network,
Internet Banking, SMS Banking, Phone Banking and
KIOSK ushered a new era and PBL is now well poised
towards the expansion of alternative delivery across
Bangladesh.
Principal Activities
The principal activities of the bank are banking and
related businesses. The banking businesses include
deposits taking, cash withdrawal, extending credit to
corporate organization, organizing syndication deals,
retail and small and medium enterprises nancing, trade
nancing, project nancing, lease and hire purchase
nancing, issuance of local and international credit
cards etc. The mode of banking includes conventional
and Islamic banking. The services are provided
through both traditional and modern products. It also
performs investment banking and advisory services
through Prime Bank Investment Limited (converted
from Merchant Banking and Investment Division),
a fully owned subsidiary, under the license issued
by Securities and Exchange Commission, Dhaka,
Bangladesh. Its subsidiaries at Singapore and UK are
engaged in providing remittances faculties to expatriate
Bangladeshis. PBL Finance (Hong Kong) Limited,
another fully owned subsidiary of PBL advise, negotiate,
conrm and provide discounting facilities against LCs
originating from PBL and other banks in Bangladesh.
The company also handles remittance business. 3
(three) Off-shore Banking Units offers banking services
involving foreign currency denominated assets and
liabilities.
Strategy
Banking sector in Bangladesh made satisfactory
performance during 2011. Import performance was
accelerated by increase in global prices of commodities
and other non-food items (including oil) along with
increase in capital machinery import particularly in
the last half of the year. Export performance was also
accelerated while remittance growth remained relatively
low. Monetary policy aimed at ensuring highest
possible output checking ination up to tolerable level
helped the banking sector to cope up with the situation.
Bangladesh Bank apart from their indirect measures
continued to take direct measures to phase out lending
rate cap except for industrial term loans and loans for
restoration of balanced advance deposit ratio in bank.
Rates of interest became very competitive for deposit
and lending. The tight liquidity situation compelled
the banks to increase their interest rates on deposits
resulting to increase in lending rates. Banks were
also pursued to disburse more agriculture loans for
betterment of the rural economy. Besides, the banking
and nancial industry experienced further intensication
of competitive pressure as the national and international
banks operating in Bangladesh strongly pursued the
banking and nancing needs of the Corporate, Retail,
SME and Credit Card sector customers through
diversication of products and services and extending
automated banking services with ATM, Debit card
facilities, Internet Banking, SMS Banking, KIOSK and
Phone Banking.
PBL will focus on growing earnings over long term at a
rate that will keep it above the peer group bench mark.
In doing so, PBL will focus on its core banking business,
technology, delivery channels, people and its brand for
growth of the shareholders value.
The growth plan of PBL centers on its four customer
groups: Corporate, Retail, SME and Treasury. Specic
strategies are being implemented for each of them. The
plan contains following strategies:
Branch Cluster Management
Branch Cluster Management (Branch Mentorship) has
been strengthened whereby the senior management
is becoming directly involved with head of branches
in their marketing drives for assets, liabilities, and
other issues. Now the head of branches are exposed
to more matured thoughts and ideas through mentors
resulting in qualitative improvement of their business
and operational activities;
Brand Image
Employees are well trained to provide efcient service
thereby enhancing the Brand Image further. Image of
the bank would be harnessed through advertisement
in TV, Newspapers, and other print media. It will make
PBL with its symbol as a bank with different care for its
customers;
Capital Adequacy
To maintain adequate capital base to support the asset
growth as well as ensure compliance;
Capacity Building
In order to successfully implement the strategy, the in
house capacity development is important. This is to be
done through continuous training of the employees;
Pictures of some PBL Financed Projects
A Mango Garden
A Pisci Culture project
Panchagar-Banglabandha highway project
A Laser Printing Unit of a RMG Factory
RPCL, a power plant
Agriculture-Paddy
A modern textile mills
Underconstruction Fly-over at Kuril Biswa Road
A Japanese RMG Factory in Bangladesh
KSRM, a re-rolling mills
Agriculture-Potato
A modern Shoe making factory
WTP of an environment friendly Fabric Dyeing factory
A Biological ETP of an environment friendly dyeing factory
A ship building project
[ 162 ]
Stress on new products
PBL shall continue to provide new services to its
customers with support of its superior information
technology platform;
Expansion of network for Retail and SME
Extend business to existing clients through a wider
product range and penetrate new markets through
expansion of network in rural areas;
Structured nance
Accelerate the growth of large and medium lending
through syndication. Explore the opportunities for
strategic partnership with global institutions like ADB,
IFC, FMO, DEG etc.;
More savings products
More savings products with attractive features to be
developed for the small savers which will be rewarding
for both the customers and PBL;
Employee motivation
To cultivate, develop and motivate PBLs people,
rewarding excellence, motivating and reducing
mediocrity.
Summary of nancial performance

Despite the challenges, PBL maintained the progress
in many lines of businesses during 2011. Operating
income increased by 18.89 percent while operating
expenses increased by 15.81 percent. The prot before
provision & tax registered growth of 20.70 percent
during the year. The prot before tax stood at Tk
6.79 billion in 2011 with an increase of 20.54 percent
over the previous year. Strong prot performance
was attributable to its sustained deposits and loan
growth, maintaining the good asset quality, enhancing
productivity and proactive management of balance
sheet. Net prot attributable to shareholders reached
Tk 2.82 billion mark. The return on average equity
remained 20.32 percent during 2011 and Earnings per
Share (EPS) stood at Tk 4.70. NPL ratio is 1.37 percent
which was 1.18 percent in 2010 and much below the
industry average of 7.30 percent. Capital adequacy of
the bank is 12.49 percent, which is above the stipulated
rate of 10.00 percent. Cost income ratio decreased to
35.98 percent from 36.94 percent in the previous year.
Deposits of the bank rose by Tk 35.25 billion during
2011 indicating a growth rate of 28.29 percent. Loans
and advances, which are well diversied, have grown by
20.12 percent during the year. Foreign Trade Business
handled was 344.67 billion indicating a growth of 21.76
percent during the year.
Credit
The credit portfolio of the PBL includes loans and
advances provided under conventional terms and
investments provided as per Islamic Shariah on prot
principles. The credit portfolio increased by Tk 23.35
billion during 2011 registering a growth of 20.12 percent.
Credit covers following core areas: Corporate, SME,
Retail and Credit Card.
Corporate credit

Corporate credit viz. corporate banking is the center of
all corporate lending operations of PBL. Major part of the
banks asset portfolio falls under this segment of credit.
Several strategic business units (SBUs) are working
under the umbrella of Corporate Banking Division (CBD)
namely (i) General Credit Unit, (ii) Export Finance Unit,
(iii) Lease Finance Unit and (iv) Structured Finance
Department to cater banking services to corporate
customers via both conventional and Islamic shariah
complaint modes. During the year 2011, the bank
continued playing a major role in supplying business
capital (i.e., loans/investments), arranging and raising
nance while maintaining a high standard of diligence
and ensuring full compliance, to help the economy
prosper and build social and physical infrastructure
of the country. PBL does understand the complexity
and intricacies of corporate nancing modalities and
devices and tailors customized and comprehensive
banking services for its corporate customers in a cost
effective and friendly manner. As of close of business
for the year 2011 total corporate lending stood at Tk
116,890.81 million, accounting for about 84 percent of
total banks lending business registering a growth rate
of 18 percent over that of year 2010. The portfolio is
well diversied in terms of geographic location, sectors,
industry and lending modes. A closer look at sectoral
allocation of corporate portfolio reveals that it is well
diversied in various sectors of our economy which
ensures diversication of risk associated with loans/
investments.
Business strategy for the year 2012 is to give preference
to the customers giving higher yield earning from
multiple sources. CBD planned to increase portfolio in
the ship building, jute, power & renewable energy and
environment friendly projects. Regular review of the
loan pricing considering market situation and recovery
of NPL is one of the major tasks for CBD to maintain
and improve the asset quality.
A brief description of banks corporate banking activities
by its major SBUs during the year are summarized
below:
General Credit Unit
General Credit Unit (GCU) accounts for about half of
corporate lending and offers commercial credit facilities
to corporate customers. In PBL, corporate banking is a
broad term given to the different banking services that
large companies (known by the banks as corporate)
need in order to function daily. GCU provided services
to the corporate customers for all sorts of nancial need
other than syndication and export oriented industries
which are handled by other departments.

The specic tasks performed by members of GCU
include processing of credit proposals received
from different branches and submit the same to the
competent authority for approval after due diligence,
visit customers to understand the business and need of
the customer and provide feedback for required credit
facility, monitor credit portfolios, coordinate with Credit
Division for execution of decisions, ensure compliance
of banks own policies and regulatory requirements.
The unit is divided into 02 (two) wings known as General
Credit Unit-01 (GCU-1) and General Credit Unit-02
(GCU-2) for providing efcient service to our valued
corporate customers. GCU-1 comprises of 05 zones
namely Dhaka North, Chittagong, Islamic Banking,
Rajshahi and Sylhet Zone. GCU-2 comprises of 04
zones namely Dhaka Central, Dhaka South, Dhaka
West and Khulna Zone.
Major areas of nancing under this unit include
commodity trading, construction, developer nancing,
work order nancing, ship building, manufacturing, steel
re-rolling, health care clinics and hospitals, educational
institutions and other sectors of the country. The
service range of GCU includes documentary credit
and post import nancing (for trading items, capital
machinery and raw material), working capital nancing,
and issuance of various types of bank guarantee and
counter guarantee.

Clientele of GCU comprises of many large and reputed
business concerns of our country. It also focuses on
catering to the need of innovative business ideas.
As a result, many pioneering business have been
successfully nanced by this unit.
Members of this unit maintain extensive relationship
with the customers to understand their business as well
as their nancial requirement. With this end in view,
GCU members arrange frequent visits to customers
business ventures.
Corporate banking requires an understanding of
complex nancing methods. To develop expertise in
specic sectors of nancing, Human Resource Division
[ 164 ]
arranges to send GCU members to participate in training
and workshops offered at home and abroad. Moreover,
the unit has taken initiative to share information on
various topics on banking/economy related matters
time to time to enhance the knowledge and skill of the
ofcers/executives of GCU by introducing a program
named Knowledge Sharing Program (KSP).
Export Finance Unit
Export is the driving force for the economy of the
country both in terms of foreign currency earnings and
employment generation. The export performance of
PBL is quite satisfactory, which was around 7 percent
of the countrys total export earnings. The total volume
of export of the bank at the end of its business in 2011
was Tk 133,395.70 million equivalent to USD 1,667.45
million including deemed exports which was about 25
percent greater than that of 2010. Our exporters were
encouraged to enter into new markets and support
was given in the form of both pre-shipment and post-
shipment export credit.
Export Finance Unit of the bank comprises of experienced
and efcient manpower who are handling more than 350
direct and hundreds of deemed exporters through its 27
Authorized Dealer (AD) branches, 3 Off-shore Banking
Units and other non-AD branches all around the country.
Banks total exposure on export eld comprises both
RMG and backward linkage industries and also textile
sector which includes dyeing and weaving industries,
textile mills, spinning, handloom, hosiery industry,
home textile, jute, leather, natural rubber, ceramics,
medicines, sheries and accessories manufacturers.
Lease Finance Unit
Among strategic priorities set for PBLs business growth,
diversication of loan portfolio through structured
nance, lease nance and expansion of retail and SME
banking are noteworthy. Among these, the bank has
introduced the lease nance scheme with the following
activities: (i) to diversify the investment portfolio of
the bank to minimize nancial risk, (ii) to provide
complete and composite nancial services according
to the customer need (iii) to participate in the industrial
development of the country. Since the recent past,
the bank has a separate Lease Finance Unit working
under the Corporate Banking Division to conduct lease
nance operation.
At the year end 2011, the outstanding of lease nance
portfolio stood at Tk 7,556.80 million. PBL offers lease
nance facility against capital machinery for industrial
units and BMRE of the existing industrial units, medical
equipments for clinics, pathological laboratories,
hospitals, construction equipments, transport vehicles
etc. Apart from this, the bank extended term loan to 15
NBFIs against which total outstanding was Tk 3,436.36
million.
Structured Finance Department
Structured Finance Department (SFD) of the bank was
formed in August 2010 merging two former similarly
operating units namely, Syndication & Structured
Finance Unit and Industrial Project Finance Unit to
realize signicant business synergies and implement
a strategic priority. SFD aims at creating sustainable
resources by leveraging expertise and network by
including three essential and comprehensive business
segments, namely (i) Infrastructure Finance; (ii)
Industrial Partnership; and (iii) Service Desk. The
department offers customized, friendly, and exible
nancial solutions to the customers and strives to
ensure nancing package in a cost-effective manner.
SFD is staffed with experienced and skilled professionals
with in-depth product and market knowledge. The
team specializes in project nancing with a focus on
infrastructure projects. The aggregate portfolio size
of SFD is around Tk 12,566 million, wherein PBL's
nance is Tk 6,602 million and the remaining balance
is syndicated nance.
In addition to involvement in conventional projects, SFD
also contributed to Government's initiative for electricity
generation by nancing power plans.
Sectorwise exposure under structured nance
Import & Export Business
The banks performance in this area was satisfactory.
Total import and export business handled were
Tk 174,384 million and Tk 133,396 million respectively
during 2011. The growth rate of the import business
was 18 percent and the main items of imports were
industrial machineries, raw materials, commodities and
other consumer products. The growth rate of export
business was 25 percent and the items of export were
RMG, Shrimp, Jute & Jute goods, Leather, Tobacco,
Ceramic tiles, Fresh vegetable, Tempered Quoted
Glass, Bone crust, Betel-Nut etc. The growth of export
gave the Bank an edge in managing required foreign
currency for meeting LC commitments. The import and
export businesses were contributed by our corporate
customers. In export sector, there was expansion in
non-traditional items also.
Retail Banking
Retail Banking Division (RBD) of PBL has passed
another successful year both in terms of asset and
liability business procurement. This has been possible
because PBL is different from the competitors and
customers can easily differentiate banks products from
others. The agility in terms of expanding the delivery
channels, augmenting value added products, creating
new avenues of services, inventing new alternative
delivery channels for expanding banks customer base
in distant urban and rural areas were the contributing
factors for satisfactory performance.
RBD is customer centric and always on process
to modify the existing retail products according to
customers needs. And on this process some new
products focusing school, college and university
students, housewives and non-resident Bangladeshis
are in implementation stage. During 2011, RBD along
with Marketing Division carried out different promotional
campaigns for retail banking business details of which
are given in the Customer Care section of this report.
PBL is one of the largest providers of retail credit in
Bangladesh and the growth of retail asset was 17.74
percent during 2011. In terms of mix, Home Loan was
45.97 percent, Car Loan 19.57 percent, Any Purpose
Loan and others were 34.46 percent. Emphasis was
given on mobilization of Current and Savings accounts
(CASA) and more than 100 thousand Current and
Savings Account (CASA) were opened through direct
relationship executives only.
Credit Card
Plastic card is a weapon of future banking business. As
it is convenient and safe it is getting popularity among
the customers. As Get more from life with Prime Bank
Credit Cards is the motto, the bank tries to add more
value to existing customers by ensuring convenience
while they shop, dine, stay at hotels, roam cities and
countries or anytime.
The bank achieved technological advancement, service
improvement and product development during the year
which contributed to double digit growth in all of the
key performance indicators. The growth in credit card
loan portfolio was 45 percent in 2011 over previous
year while there was satisfactory growth in other areas
like 18 percent growth of prot, 21 percent growth of
acquiring business and 12 percent growth of sales.
Various loyalty programs were carried out throughout
the year 2011 which put prime bank credit card in
the limelight. Launching Shop n Win- an exclusive
loyalty program (rst ever in Bangladesh) and year-
round Merchant Discount Campaign were the major
footsteps. Other remarkable footsteps include value
added services like Card Cheque facility, IVR (Interactive
Voice Responder), Dual Card with dual currency facility,
service improvement and business expansion through
procuring and deploying 500 GPRS POS Terminals.
SME Financing
PBL has been increasingly focusing on SME nancing.
Despite growing focus about small and medium
enterprises in Bangladesh and consequent policy efforts
in these directions, limited access to nancing still forms
the crux of the problem of this sector. The overriding
vision of PBL is to offer congenial lending products and
services so that SMEs can aspire to opportunities of
growth and wealth creation. Keeping this in view, PBL
[ 166 ]
formulated a comprehensive policy on SME nancing
and made signicant progress in nancing this sector.
During 2011, PBLs strategy was focused on marketing
the products to wider range of customers and providing
working capital and term loan to different manufacturers,
traders and service providers including backward and
forward linkage industry that fall into SME universe.
Banks exposure is thus well diversied among 5,396
customers to different sectors viz. cottage, handy crafts,
power loom, auto parts, garments accessories etc.
PBL is operating SME business through 17 (seventeen)
SME branches as well as through DSEs deputed at
different branches all over the Bangladesh. During the
year 2011, PBL opened 3 (three) new SME Branches
at Chatkhil, Noakhali; Madunaghat, Chittagong; and
Jhikorgacha, Jessore.
Outstanding SME loan of SME branches was Tk
1,278.07 million whereas total outstanding SME loan of
the bank was Tk 9,429.39 million. The recovery rate is
95 percent which is also a corner stone of our success
in management of overall portfolio. PBL introduced
different customized products tailored to the needs of
SMEs which are i) Sahaj Rin (Easy Loan), ii) Chalti Rin,
iii) Moushami Rin, iv) Digun Rin, and v) Anchol Rin.
Apart from offering customized nancial services, PBL
puts its efforts for the development of this sector by
participating in various road shows, workshops, forums
and fairs to build awareness among the customers. PBL
also took part in SME fairs organized by Bangladesh
Bank and SME foundation.
PBL arranged a workshop for Small and Medium
Entrepreneurs. Distinguished speakers from Bangladesh
Bank and PBLs senior management of SME segment of
business participated in the discussion. This workshop
aimed at capacity development of SME Enterprises
in Dhaka region through discussion on maintenance
of books of accounts, importance of record keeping,
budgeting and planning.
To inspire SME entrepreneurs for nancial literacy PBL
distributed tally book on the eve of Pahela Boisakh. With
the use of this tally book, business owners would be able
to keep their business record in a more organized way.

Moreover, PBL is a party to various renance programs
executed with Bangladesh Bank for making available
easy nance to SME sector.
In order to focus on push marketing the bank has
implemented Direct Sales Team. This has helped PBL to
penetrate the market further and make available nance
to the door steps of small and medium enterprises.
Financing women entrepreneurs under SME
Another notable idea in SME nancing is the development
of women entrepreneurs. In the new framework of SME,
PBL is giving top priority in developing and harnessing
women entrepreneurs. The bank has designed a
separate product Anchol for women entrepreneurs.
Workshop in Dhaka area to create awareness among SME
Entrepreneurs
Inauguration of Jhikorgacha SME Branch
Bangladesh Bank Governor Dr Atiur Rahman handing over a
cheque to a women entrepreneur
Agriculture nancing
PBL believes that nancing is necessary to accelerating
the growth of agriculture and to help breaking the cycle
of poverty. Keeping this in view, PBL has formulated
a comprehensive policy on agriculture nancing during
the year and made signicant progress in nancing this
sector. PBLs strategy was focused on marketing the
agriculture nancing products to wide range of farmers/
entrepreneurs and providing agriculture nance to the
active, energetic farmers/entrepreneurs covering the
sector of crop, shery, livestock etc. PBL has also been
providing micro nance (crops loan) to farmers through
NGOs/MFIs.
PBL has lunched 3 (three) products on agriculture
nancing namely Abad (for crops loan), Khamar (for farm
loan) and Nabanno (any agri purpose loan). These loan
products are designed to meet up working capital and
capital expenditure requirements of the farms/projects/
enterprises/individual farmers. The bank disbursed Tk
724.41 million as agriculture nancing during the year
2011 to 752 nos. of borrowers including 7 NGOs and
the recovery rate is 99.88 percent, which is also an
indication of success in managing the overall portfolio.
Asset Quality
Quality of asset is one of the strong areas of operation
of PBL. Credit facilities are allowed in a manner so
that credit expansion goes on ensuring optimum
asset quality i.e., banks standard of excellence shall
not be compromised. Credit facilities will be extended
to customers who will complement such standards.
The non-performing loan ratio of the bank was to 1.37
percent in 2011 which was 1.18 percent in 2010.
Islamic Banking
Islamic banking operations of PBL started in the very
year of its establishment in December 1995 through
the opening of Islamic banking branch at Dilkusha,
Dhaka. PBL is the pioneer in such a kind of blending of
conventional and Islamic banking in the country which
is followed by many other banks. With the passage
of time, the bank now carries on its Islamic banking
operations through 5 (ve) Islamic banking branches.
Objectives of launching Islamic banking operations by
PBL are to cater to the needs of customers who want to
have services in Islamic modes and give importance to
the sentiment of people, majority of whom are Muslims
and are akin to Islamic nancial system, to introduce the
partnership concept of business operations for ensuring
justice in distribution system, to introduce wealth
maximization concept through prot / loss sharing
system in business and investment and help distressed
people develop their nancial standing through Islamic
Banking operation mechanism, to provide products
and services free from interest suited to the needs of
customers and establish justice in the society and do
other acts ancillary to the establishment of exploitation
free society.
To cater to the needs of customers who want to
have services in Islamic modes;
To give importance to the sentiment of people,
majority of whom are Muslims and are akin to the
Islamic nancial system;
To introduce the partnership concept of business
operations for ensuring justice in distribution
system;
To introduce wealth maximization concept through
prot / loss sharing system in business and
investment and help distressed people to develop
their nancial standing through Islamic banking
operation mechanism;
To provide products and services free from interest
suited to the needs of customers and establish
justice in the society;
To do other acts ancillary to the establishment of
exploitation-free society.
Operations of Islamic banking branches are
coordinated by Islamic Banking Division at Head Ofce
and supervised by Prime Bank Shariah Supervisory
Committee, comprised of a pool of Shariah experts,
renowned economist of the country. The basic functions
of Prime Bank Shariah Supervisory Committee are
to offer views on matters related to Islamic banking
branches of the bank from time to time and to assist
the Board of Directors by advising them on matters
relating to Shariah. Their recommendation on Shariah
Principles is strictly respected by the Board to run
Islamic banking operations of the bank.
Launching of Islamic banking operation by PBL by
introducing different innovative products and services
based on Islamic Shariah got tremendous response
from a considerable portion of its clientele who are
eager to accept Shariah compliant modern and
innovative banking products and services. PBL is also
offering Islamic banking products and services through
Islamic Banking Service Desks set up at its conventional
banking branches.
[ 168 ]
The bank identies all of its Islamic banking activities
by adopting a generic name of Hasanah - the brand
name for Islamic products and services of the bank,
which has been used in the Quran and the Hadith to
denote good deed, welfare, virtue, beauty spot etc. The
strategy to launch Hasanah brand has proved to be a
good move. The Islamic banking business is growing
at a competitive rate despite various limitations for its
expansion. This growth is also comparable to the overall
growth of the Islamic banking sector of the country.
The Islamic banking manpower of the bank is more
than one hundred for whom the bank arranges regular
training programs on operation of Islamic banking. Prime
Bank is an active member of Central Shariah Board
for Islamic banks in Bangladesh and Islamic Banks
Consultative Forum. Thus Prime Bank is committed to
uphold the sentiment of majority of the people in the
country as a bank with a difference.
The Islamic banking branches demonstrated notable
progress in the year 2011. The prot before provision
grew by 15.50 percent during the year whereas deposit
and investment grew by 33.66 percent and 16.89
percent respectively over the previous year. The non-
performing investment of Islamic banking branches was
0.49 percent of total investment. Total import and export
businesses handled by the Islamic banking branches
were Tk 13.24 billion and Tk 7.56 billion respectively.
Activities related to Islamic banking- Year 2011
Introduced Islamic Banking Service Desk (IBSD) at
48 branches;
Provided training to bank ofcials and DSEs on
Islamic banking products;
Arranged Medical Camp at Bishwa Ijtima to provide
primary health services to the devotees;
Arranged three meetings of the Shariah Supervisory
Committee where different operational issues were
reviewed;
Conducted regular Shariah inspection by the
Muraqibs at all the Islamic banking branches;
Arranged Iftar Mahl at all the Islamic banking
branches during the month of Ramadan where
issues relating to the signicance of Islam and
Ramadan were discussed;
Treasury Function
Treasury Operation concentrated on funding operation
and foreign exchange dealings. Treasury of PBL
provides diversied products and services and has
four desks concentrated on funding operation, liquidity
and market risk management and foreign exchange
dealings.
Foreign Exchange desk: Foreign exchange
operations are conducted to meet LC commitment
and funding requirement of the customers. PBL
is one of the leading market makers in different
foreign exchange products mainly USD/BDT spot,
swaps, forward transactions in inter-bank market.
Treasury has also been funding PBLs overseas
nance companies and off-shore banking units for
their smooth operations.
Money Market Desk: The maintenance of Cash
Reserve Requirement (CRR) and Statutory
Liquidity Requirement (SLR) was one of the major
functions of Treasury as well as Money Market desk
in addition to that money market desk regularly
participates in the inter-bank market of the country
and exercise all types of existing money market
products like call money, term placement, Repo
& Reverse-Repo with Bangladesh Bank and inter-
bank etc.
Asset Liability Management Desk: Treasury is the
driving force of ALCO. It executes the strategies
of the Asset Liability Management Committee for
effective management and monitoring of various
balance sheet gaps. It takes various decisions
regarding interest rate structure of deposits, Loan
to deposits ratio etc. by evaluating the market trend
and scenario.
Primary Dealer Desk & Fixed Income Desk:
Bangladesh Bank devolved Government Treasury
Bills/ Bonds to the primary dealers for development
of the secondary market. But the demand for
Treasury Bonds in capital market was almost
non-vibrant due to unattractive yields. In spite of
the difculties, PBL has continuously been trying
to develop the bond market through trading of
Treasury Bills and Bonds in the secondary market
and also providing nancial advisory services
to the prospective customers of Government
Securities for bond market development. PBL
actively participated in developing the Primary
Dealers Association which helped to improve the
Bond Market.
Regulatory Compliance: Treasury complied with
regulatory requirement to maintain CRR and SLR.
The Division also maintained exchange position of
the bank.
Deposits
The deposits balance of PBL reached the level of Tk
159.82 billion during 2011 from Tk 124.57 billion of
previous year. The growth rate is 28.29 percent. This
was possible due to superior customer service delivery
at the branch level, expansion of branch network to
rural areas where foreign remittance ow is signicant
as well as liability campaign by retail liability team for
mobilization of no cost and low cost deposits. Expansion
of our branches at rural areas has provided the lower
income group an access to modern banking system
and prompt receipt of remittances. PBL is offering 18
types of deposit products for the customers. Among the
products Fixed Deposits, Scheme Deposits of different
types, Savings Deposits, Special Notice Deposits from
customers remained the core deposits of the bank.
Some of the deposits also offer insurance coverage. In
order to provide adequate nancial support to the senior
citizens, PBL has a Senior Citizen Scheme for the
depositors. As per the scheme 0.25 percent higher rate
of interest is provided to the eligible savings and xed
depositors of the bank. PBL has many Islamic banking
products which are provided to the customers through
Islamic banking branches of the bank. The bank always
tried to give the highest return on the deposits of the
customers.
Customer Care
In todays intensely competitive market place, most of
the banks and nancial institutions are striving hard
to lay down their best possible efforts to be more
competitive. Customers are more fragmented now
and organizations are trying to get the customers
share of mind. As a consequence, marketing efforts
by organizations are more focused and market driven
now. Optimum brand visibility is needed to be on the top
of mind of potential customers. Various customer care
activities through marketing and other divisions were
undertaken during the year.
Prime Bank is a bank with a difference not only in its
belief, but also in its deeds. To PBL each and every
customer is important, no matter how smaller he or she
is. Retail Banking Division (RBD) launched the following
campaign in the year 2011:
Focused Deposit Mobilization Campaign, the brand
building and business generation campaign was carried
out by RBD in 2011 for mobilization of low cost and no
cost CASA accounts. The retail team and Direct Sales
Executives (DSEs) assisted the branches to open CASA
accounts of new customers during the campaign.
Sylhet City Mayor, Mr. Badar Uddin Ahmed Kamran discussing
in a Deposit Mobilization Campaign
[ 170 ]
Save Hold and Win Retail Deposit Campaign and
Road Show were extraordinary initiatives taken by RBD
through which the bank has been trying to reach the
root level people to bring them in banking arena. It will
expand command areas of the branch. The campaign
has run all over Bangladesh and a dedicated team from
RBD has facilitated the branches for activation.
Marketing Activities in the Tenth World Cup Cricket
ICC Cricket World Cup-2011
The tenth World Cup Cricket ICC Cricket World Cup-
2011 took place in Bangladesh in 2011. This was the
rst time when Bangladesh was co-hosting the World
Cup. In this historical occasion, the bank decided
to conduct branding activities. The branches were
decorated with festoons and danglers to creat a festive
look that goes with the cricket lovers. The marketing
team also executed billboard advertising, road branding,
and foot over bridge branding to mark the event.
Launching of New Website
Beyond the importance of simply having a website
though, it is important to have an effective website, one
that is an asset to our business and that pays for itself
in the amount of business or customers it converts. It
is very important when we are more concerned about
exploring our business countrywide and worldwide.
Thus it is one of the most efcient ways to get our
potential customers from all over the country and
world through internet marketing and internet banking.
Realizing the importance of an effective website the
Marketing Division of PBL has improved the content
of the previous website and modernized the website
to make it technically sound. It is more interactive and
vibrant now. Another extremely important feature of
an effective website is its aesthetic appeal. Thus the
Marketing Division has enhanced the artistic view of
the website. The website is now more user-friendly and
detailed in every aspect.
Airport Branding, the new horizon of Out-of-home
Advertising
Outdoor ads will always be in vogue as one of the
effective means of brand promotion. Airport Ads as
an Out-of-home Advertising mode offer an innovative
and exible range of media opportunities. Ranging
from long-term and short-term indoor and outdoor
advertising panels, airport ads exclusively provide the
brand message to customers through interactive media.
One major advantage of airport advertising is that each
ad display has a long exposure time assuring visibility
of the brand message to customers. Airport ads reach
out to the most afuent segment of the population. The
marketing team has carried out branding activities in
Hazrat Shahjalal International airport, Dhaka, Shah
Amanat International Airport, Chittagong and Osmani
International Airport, Sylhet.
Celebration of 16
th
Anniversary of PBL
In order to celebrate the 16
th
anniversary of the bank,
the marketing team accomplished a month-long activity
to uphold the image and strong presence of the bank in
the Industry. Objectives of the celebration were:
To celebrate the successful journey of the bank
with the customers and other stakeholders;
To reinforce the corporate brand image in the
banking Industry; and
To create strong hype amongst the target customer
groups.
Activities Marking the Celebration: An integrated
marketing communication was planned to celebrate the
anniversary month of the Bank in a betting manner
with the active participation of all the customers and
other stakeholders of the Bank.
Marketing Promotion Campaign
Customer Get-Together
Products and Awards Exhibition
Blood Donation Program
Children Art Competition
Marketing Promotion Campaign: Above the line
marketing promotional activities marking the celebration
of the 16
th
anniversary of the bank was implemented
through billboards and press advertisements.

On the anniversary day all branches of the bank ensured
special arrangements for the walk-in customers through
Managing Director of PBL inaugurating the Deposit Mobilization
campaign and Road Show Save, Hold and Win
greeting them with ower sticks, sweets and candies etc.
The anniversary of the bank was also celebrated with
the valued customers of the branches with anniversary
cakes.
On the eve of the banks anniversary, the credit card users
of the bank were wished through owers, chocolates,
greetings cards etc. About 150 credit card users birthdays
were celebrated during the anniversary month.
Customer Get-Together: A grand gala night was
arranged to celebrate the anniversary of the bank. The
valued customers and other stakeholders of the bank
joined the program and celebrated the anniversary
corroborating the banks strong commitment of being
the bank with international standard.
Seminar and Products & Awards Exhibition: A
Triangular get-together was arranged by the Marketing
Division of PBL in the seminar on Standard Banking
Practices. It was an event of young minds for the young
minds! To share the joyous moment of celebrating
juvenile 16
th
anniversary, the Marketing Division
arranged a seminar on Standard Banking Practices
and exhibition on Products and Awards. This is for the
rst time the bank showcased all products and awards it
received for excellence.
The seminar on Standard Banking Practices was
a get-together and knowledge sharing program
where students, teachers and banking professionals
exchanged ideas and experiences together. It started
with a view to assist in developing an open and bonding
relation among universities, students and banking
professionals. The seminar is the rst of its kind in
Bangladesh organized for the university students to
facilitate them with the knowledge of current banking
activities simultaneously with the conventional banking
system. An elaborate discussion was arranged on
corporate banking, branch banking and SME and retail
banking in three different sessions.
Blood Donation Program: A blood donation program
in association with Bangladesh Thalassaemia
Foundation was arranged at the premises of the bank.
A good number of employees of the bank donated
their blood in the event to facilitate the Thalassaemia
Foundation, a non-prot organization to help and
support Thalassaemia patients in Bangladesh.
Childrens Art Competition: With a view to explore the
creativity and innovation as well as to encourage the
future generation of the country toward arts and culture,
Prime Bank arranged a childrens art competition for
the school children on the eve of the celebration of
the banks 16
th
anniversary. Two groups of children
participated in the art competition:
Group-A : Play Group - 2
nd
Standard
Group-B : 3
rd
Standard - 6
th
Standard
Around 200 cheerful children took part in the art
competition. The art competition brought a festive mood
among the children and their parents. The initiative
Childrens Art Competition at branch premises
Award giving ceremony of Childrens Art Competition
Mr. Azam J Chowdhury, the former Chairman of PBL
inaugurated the program as the chief guest
[ 172 ]
was much appreciated by the parents as well as the
teachers of the participating schools. PBL has been
organizing this type of program over the years as part
of its initiatives towards nation building programs.
Ensuring Customer Service Quality
Providing differentiated customer service requires
continuous tracking of service quality of an organization.
As banks are facing intense competitive pressure from
the banking industry as well as non-bank nancial
institutions, quality service delivery is integral in ensuring
customer satisfaction. Mystery Shopping Survey has
proven to be an effective tool in revealing level of service
quality. To fulll the brand promise of PBL a bank with
a difference and to ensure superior customer service at
branch level Ensuring Customer Service Quality in the
Bank, a Branch Level Mystery Shopping Survey was
planned and executed by Research & Development
(R&D) Division of the bank to monitor the level of service
delivered by the Front Desk Ofcers (FDOs) and Tellers
at branch level from June-September 2011. 44 selected
branches covering all divisions of Bangladesh were
assessed to reveal the level of service quality in three
broad parameters on a total score of 100, which are:
a) Customer Management Skills, b) Service Delivery
Speed and c) Branch Environment.
Overall Findings
During Benchmark, PBL attained a score of 76.85 with
a score difference of more than 5 from the competitors.
However, after increasing the awareness level at branch
level to focus on service quality, the score now stands
at 86.18 which shows that the bank improved its level
of service standard.
R&D for Differentiation and Competitive
Advantage
Considering the intense competition in the banking
industry and high expectation of the customers, the
emphasis is on doing protable banking business
through identication, delivery and satisfaction of
customer needs. Reliable, valid and current information
about customers, competitors and other forces in the
banking industry enable a bank in differentiating the
services and increase protability. Competition has
become more intense as 48 scheduled banks operate
with more than 8,000 branches in the country. Decision
makers need information on the effectiveness of their
strategies. The task of Research and Development
(R&D) division of PBL is to provide the management with
relevant, authentic, reliable and actionable information
and analytical ndings so that they can make sound
and time-betting decisions. Furthermore, a bank has
to explore new or improved avenues of products and
services, line of businesses in order to strengthen its
market position and make upswing in its growth cycle.
This is where R&D division has contributed with concrete
insights and enabling the higher management to initiate
customer-oriented strategic decision for the growth and
expansion of the business.
PBLs R&D activities are focusing on three core areas:
Marketing research, Operations research and Business
Policy research. In this regard, R&D has conducted
a number of surveys and studies on business related
issues which have helped the management to take
decisions more appropriately and provide services to
customers more efciently.
Some of the activities performed by the R&D Division in
the year 2011 are highlighted below:
Marketing Research
Mystery shopping survey on selected branches of
the bank as a part of Ensuring Customer Service
Quality Project. The ndings include the rankings
of the branches and their employees in terms of
service quality parameters which denitely help
the bank in enhancing its customer satisfaction
and brand value;
Development of Service Quality Manual for
ensuring customer service quality of the bank
and communication of assessment parameters at
branch level;
Product development studies: a) Scholar (savings
account for school and college students), b)
Shukonna (savings account for women);
Study on the Special Notice Deposit (SND)
offerings to make it competitive and to attract more
deposits of substantial amount;
Interest restructure study on deposit scheme
products;
Market monitoring, tracking of products
performances and product re-engineering.
Operations Research
Feasibility studies for Branch Expansion Program
(BEP): Feasibility studies conducted on seventy
(70) locations all over the country for branch
expansion and business growth. The management
of the bank has approved the locations for 15
(fteen) conventional branches and 10 (ten) SME/
Agri branches to be opened in 2012;
Feasibility study for opening 3 (three) bill collection
counters at Narsingdi Pally Bidyut Samity-1
(NPBS-1).
Business Policy Research
Commodity market watch based on National and
Global Perspective on 8 (eight) commodities;
Budget review for FY 2011-12 highlighting 20
sectors such as RMG, Leather, Sectoral reports on
ready-made garments (RMG), Pharmaceuticals,
SME, EPZ etc.;
Employee reward and recognition policy;
Publication of In-Focus- a monthly newsletter of
R&D Division on macro economy, nance and
banking related issues to translate market insight
into business need;
Foreign remittance
PBL carried out inward foreign remittance business with
satisfaction of both remitters and beneciaries during the
year 2011. Introduction of remit-fast software, developed
by in-house IT Team, has substantially enhanced the
capacity of Centralized Foreign Remittance Cell (CFRC)
to process remittance received from correspondents.
Implementation of Electronic Fund Transfer Network
(EFTN), launched by Bangladesh Bank during the
year, was an important milestone. PBL continued its
effort to encourage and motivate both remitters and
beneciaries to use formal banking channel for money
transfer from abroad. PBL deputed ofcials in UAE to
maintain close contact with remitters. PBL participated in
various fairs / campaigns at home and abroad to create
general awareness. PBLs major sources of remittance
were Saudi Arabia, Italy, Malaysia, Oman, Qatar,
Singapore, UAE, UK, Canada and U.S. During the year
2011, Bangladesh Bank approved the arrangement for
collecting remittance from NEC Money Transfer S.A.,
Spain. The Non-Resident Bangladeshis (NRBs) routed
remittance through networks of exchange companies
and banks. In 2011, the bank handled total Inward
Foreign Remittance of Tk 36,890 million compared to Tk.
28,433 million in 2010 signifying a growth of 30 percent.
PBL has strengthened relationship with Western Union,
the global money transfer company. Arrangement
with BURO Bangladesh and UDDIPAN, two reputed
[ 174 ]
micro-nance institutions, having networks in remote
locations throughout the country, have supplemented
the banks own distribution channels providing
beneciaries the
Prime Exchange Co. Pte. Ltd., Singapore
The company has completed the fth anniversary in
July 2011 and celebrated the occasion with special
offers and rafe draws for remitters. It has routed a
total volume of remittance of SGD 46.86 million in 2011
compared to SGD 40.58 million in 2010, showing 15.48
percent growth. The company made prot before tax
of SGD 104,427 in 2011 compared to SGD 106,944 in
2010. In compliance of Bangladesh Bank instruction,
the Company repatriated net prot of 2010 to Prime
Bank, the owner of the company. The company
has migrated to RemitFast, a remittance software
developed by our Banks IT Team, with the objective
to offer better service to customers and to minimize
cost of using third party software. The company has
arrangement with Pubali Bank Limited and Uttara Bank
Limited for directly sending remittances for credit to
the beneciarys account in all their branches. During
the year 2011, the Prime Exchange Co. Pte. Ltd.,
Singapore opened its second branch at Jurong East in
February 2011 with permission from Bangladesh Bank
and Monetary Authority of Singapore. The expansion
is being made from the retained prot of the company.
Opening of third branch is under process. The Company
is at the nal stage to collect remittance of Non-Resident
Indians (NRI) and remit to the beneciaries in India
under arrangement with a reputed bank in India.
PBL Exchange (UK) Limited
After commencement of business of PBL Exchange (UK)
Limited in August 2010 with three Branches in London,
Birmingham and Manchester, the business volume has
marked growth despite competitive pressure from newly
launched companies owned by banks in Bangladesh.
Total volume of remittance was GBP 2.879 million in
2010 which reached to GBP 12.626 million in 2011.
The company incurred operating loss of GBP 150,090
in 2011 compared to operating loss of GBP 86,873 in
2010. Through efcient and professional service and
marketing effort, the company is expected to achieve
signicant positive result in future.
PBL Finance (Hong Kong) Limited
The company has started operation in September 2011.
The ofce is located at Admiralty Center, Tower-2,
Harcourt Road, Hong Kong. The main functions of the
subsidiary are to advise, negotiate, conrm and provide
discounting facilities against LCs originating from PBL
and other banks in Bangladesh. The company will also
handle remittance business. Total discounted bills
reached to KHD 54.68 million as on December 30,
2011 and the company has made prot before tax of
HKD 374,863 in 2011. The company is operated with
executives and ofcials having well experience in foreign
trade business both in Hong Kong and Bangladesh.
The company, with the dedicated team in Hong Kong
and the support of Prime Bank, is expected to come out
as an efcient outlet for Hong Kong bound trade nance
business.
Correspondent Relationship
Prime Bank has wide correspondent banking relationship
with banks around the world, which facilitates smooth
transaction of international trade business. As on
December 31, 2011 the number of correspondent banks
stood at 644 covering 241 banks spread across 81
countries. For settlement of trade nance and all other
customer driven transactions denominated in foreign
currency, the bank maintains 37 Nostro Accounts in 10
major currencies with reputed international banks around
the world in all the important nancial centers. The bank
enjoyed sufcient credit lines from its correspondents
for adding conrmation to letter of credit as and when
needed. Credit Limit under TFFP of Asian Development
Bank (ADB) is also actively used for international trade.
PBL has been continuously developing and improving
the relationship with foreign correspondents banks on a
reciprocal basis.
Offshore Banking
PBL is offering offshore banking facilities through
3 (three) Offshore Banking Units (OBU) located in
Dhaka Export Processing Zone (DEPZ), Chittagong
Export Processing Zone (CEPZ) and Adamjee Export
Processing Zone (AEPZ). The fourth OBU will be
opened in Karnafully EPZ in 2012. The operation from
total loans and advances of three OBUs reached to
USD 42.40 million equivalent to Tk 3,470.37 million as
on December 30, 2011 compared to USD 69.10 million
equivalent to Tk 4,889.14 million as on December
30, 2010. During the year 2011, OBUs have made
operating prot of USD 1.57 million equivalent to Tk
119.50 million as against USD 1.41 million equivalent
to Tk 98.52 million in 2010.
Information and Communication
Technology
From the date of inception PBL has always been moving
with the latest technology and time-to-time the bank
has adopted different advantages of the technology
which has enriched its IT infrastructure. Technological
development of the bank tremendously increased its
customer service as well as trust worthiness of the
stakeholders towards the bank. Now PBL is the pioneer
in providing multi dimensional banking products and
services with latest international standard technologies.
The bank is dedicated towards its customer satisfaction
with help of the technological advantages. Now, the IT
Division is well equipped not only with technology, but
also with a dedicated professional workforce which has
been built-up for support as well as development of new
satellite application. For developing IT backbone the
bank has invested throughout the year in an efcient
manner considering return on investment. Major IT
initiatives in the year 2011 are:
Upgradation Project for Core Banking
Software Temenos T24
PBL has been operating with the world famous core
banking software Temenos T24 since March 2007. Now
the bank has made an agreement with the Temenos to
upgrade the core banking software from version R06
to R10. It is not only an up-gradation but completely a
re-implementation of the system as the bank will move
from desktop version to browser version which will make
the system faster. In addition to that the bank is going to
implement the Temenos In-sight, which will be used as
reporting tools. After completion of the project, PBL will
be able to offer diversied products and services with
latest technology to the customers in an efcient way.
SMS Banking
PBL introduced SMS Banking with diversied facilities
which has not only increased the number of users but
also achieved a tremendous customer response. SMS
Banking comprises SMS PUSH-PULL, Bulk SMS and
Alert SMS. SMS PULL Services include: a) Balance
Inquiry, b) Mini-Statement, c) Exchange Rate Inquiry and
d) Pin Change. Through Bulk Push SMS we inform our
customers regarding services and different promotional
activities. The bank has recently introduced SMS Alert
Services on the following events:
Cash withdrawal from ATM/POS through
Debit/Credit Cards
Inward Cheque Honor
Outward Cheque Return
EFT Inward Debit/Credit
Remittance- Cash Payment (Any
branch of PBL)
Remittance- Cash Payment (Specic branch
of PBL/Other bank/Delivery Agent).
Remittance- Transfer at PBL Account.
The new facilities under the SMS banking service has
reduced the helpdesk service support pressure.
BEFTN implementation in PBL
Bangladesh Electronic Fund Transfer Network (BEFTN)
is the central clearing facility, monitored and regulated
by Bangladesh Bank that receives entries from
Originating Bank, distributes the entries to appropriate
Receiving Bank and facilitates the settlement functions
for the participating banking institutions. Though the
operation of BEFTN started from February 2011, it was
not in a full-edged operation because of infrastructure
limitations in banking sector though PBL was ready to
start EFT Transaction from the day of inauguration.
Now, PBL has been operating full-edged transactions
both Outward and Inward EFT. After implementation of
the BFTN service the customers are eligible to receive
or send the remittance at any branch of any bank of the
country. The bank has started to remit foreign remittances
received by us to the Beneciaries Accounts maintained
with other banks through BEFTN. Within a short span of
time the bank has got a remarkable positive response
from its retail and corporate customers regarding the
BEFTN service. It has also reduced the remittance
transfer cost to Zero level.
In-House Software Development
PBL has successfully replaced the Singapore Exchange
House Software (Which was UK Origin) with the In-
House Developed Software RemitFast The bank is
using more than 30 self-developed satellite software
in addition to the core banking software, transactional
switching software and CMS.
Internet Banking
IT development team successfully replaced the
Temenos Internet Banking module with its self-
developed Internet Banking software Altitude, which
has enabled the bank to serve its customers with various
real-time online banking services without requiring them
to come to the bank. Now the customers can access
the internet banking application using any browser from
their Desktop PC, Laptop and any handheld devices
like Mobile Phone, PDA, Tablet etc. Using Altitude,
customers will get the following services.
Balance enquiry
View FDR and deposit scheme information
View loan information
Transaction search
Statement download
Real-time fund transfer within PBL
Real-time utility bill payments
Credit card bill payments
Fund transfer to any bank, any branch (through
BEFTN).
[ 176 ]
Alternate Delivery Channels
The bank introduced ATM services as well for the
convenience of the customers and a separate unit under
the name of Alternative Delivery Channels (ADC) was
opened at Head Ofce to effectively monitor smooth
functioning of these ATMs. As a newly formed division,
ADC is now trying to increase alternate delivery channels
as well as to offer broader services to the customers
of the bank. Some of the major achievements of ADC
Division in 2011 are:
ATM Booth
As at end December-2010, PBL had only
37 ATMs. But in 2011, the bank installed 50
new ATMs country wide. Now the bank has
87 ATMs in operation & these are located in
the busy and preferred locations across the
country. As per banks approved expansion
plan, PBL shall install another 100 ATMs in
2012.
ATM Card
The number of ATM card was only 154,021
at year-end 2010. But by year-end 2011,
PBL has managed to increase this number to
almost 200,000.
Master Debit Card
The bank has launched Master Debit Card
in January 2011 and almost 20,000 cards
have been issued in 2011. With this card the
following facilities can be achieved:
Customers can access any Master ATM o
terminal;
Customers can access any Master POS o
terminal.
Internet Banking (General and Corporate)
Some of the new on-line banks are portraying
themselves as Virtual Banks, where customers
are served exclusively through electronic
channels other than traditional branch banking.
PBL started providing these electronic services
as Internet Banking in early January-2010.
Till now, the bank is providing this service to
over 13,000 number of accounts. Moreover, in
January-2011, the bank introduced Corporate
Internet Banking for corporate customers. By
year-end 2011, the bank has provided this
service to 91 number of corporate users to
provide faster access.
SMS Banking
Now a day Mobile Phones are the easiest
channels by which customers can reach the
bank to access their account 24 x 7. So, PBL
introduced SMS Service in July 2010. With this
service, a customer can enjoy the following:
Verify payment, receive status o
anywhere;
Get alert automatically on an individual o
basis when loan installment falls due and
becomes overdue;
Save time & cost as this will minimize o
their visit to their respective branches for
simple queries.
Phone Banking
With IT support, ADC successfully implemented
Phone Banking services in May 2011 and
by year-end 2011 the bank has provided
this service to over 1,500 number of account
holders. Some facilities under this service are:
Account related enquiry: o
Available balance -
Debit Card related enquiry o
Card activation -
Lost card block -
TIN number change -
Credit Card related enquiry: o
Available balance -
Last date of bill payment -
TIN number change -
Information KIOSK / Bills Pay
The bank has successfully launched 4 (four)
Information KIOSK:
PBL ATM Card and Master Debit Card holders
can enjoy the following facilities through
Information KIOSK:
Account balance enquiry; o
Account statement. o
In addition, Utility Bill payment of a number
of companies is also possible by Information
KIOSK and ATMs
A few more services will be added soon for the
customers of the bank like:
Biometric Smart Card o
Mobile Banking o
Cash Deposit Machine (CDM) / Deposit o
KIOSK
Mini Fast Track o
Logistics Management
Logistics and Support Services is an integral and
fundamental requirement for any modern organization.
PBL is no exception. To meet the goals or objectives,
a well-planned logistics strategy is a primary requisite
to the successful outcome of any operation, especially
when establishing, conducting and even expanding
business under crucial environments, anywhere
within or beyond borders. In our banking business,
the function of LSSD (Logistics and Support Services
Division) team is delegated with the administration
of planning, organizing, controlling, stafng, design,
selection and decoration for branch opening, printing,
procurement, inventory, warehousing, distribution,
transportation, safety and security, well-knit supply
chain management, hiring, renewal and purchase of
real estate property. In the year 2011, the LSSD team
successfully accomplished few big challenges of which
important ones are highlighted.
Launching of eight branches and three
SME/Agricultural branches:
The professionals at LSSD believe the time-related
positioning of resources and always to achieving their
objectives within the stipulated time span. In the year
2011, one of the big challenges was determining locations
based on customer needs and hiring premises for setting
up PBLs ATM Booths with a target of 100. Opening of a
new branch involves a series of actions. The key areas
are carrying out detailed feasibility study of business
through R&D Division, obtaining Bangladesh Banks
permission, site/premises selection satisfying banks
distinctive requirement, testing structural feasibility of
premises, hiring of suitable premises, interior & exterior
design by divisional engineers / architectural rm,
supply of all kinds of electro-mechanical and electronics
equipment, and furniture/xture etc. In 2011, PBL
opened 8 new branches and 3 SME/Krishi branches at
different places of the country. One of the branches,
Baneshwar at Rajshahi, was opened on own property
of the bank. The land was purchased and a building
was constructed by the bank thereon.
Besides, in this year PBL purchased some property for
opening branches. Bashundhara R/A branch at Dhaka
has already been opened and two more are in the ofng
at SPL Western Tower, Tejgaon I/A and IK Tower,
Gulshan, Dhaka. Furthermore, a 6 storied residential
building with 23-Katha land at Gulshan South Avenue,
Dhaka was purchased at Tk.172.50 crore for banks
use. In addition to branch opening, central stores of the
bank have been introduced at two places of the city,
one at Bashabo and another at Segun Bagicha.
In 2011, 17 reconditioned microbuses and 51 brand
new cars were purchased and allocated to different
branches. PBL has a plan to provide vehicles to all
branches gradually and the bank is heading towards
implementing the plan.
Making and Installation of Solar Energy
Generation System (SEGS):
A support service management should always comprise
of steps with the aim of maximizing output, faster and
efcient resolution of issues at the same time reduction
of internal costs. LSSD team undertakes every support
service as an opportunity to demonstrate its pledge
towards best possible support to the stakeholders.
Mr. Md Shirajul Islam Mollah, Chairman inaugurating a branch
of PBL
[ 178 ]
Such an endeavor is the installation of SEGS at low
cost using local resources by banks engineers.
Following the pre-condition of Bangladesh Govt. to have
prior installation of Solar Energy Generation System
before getting electricity connection from PDB/REB,
LSSD took this as a challenge in order to ensure timely
commissioning of designated branches. At present a
total of 11 branches have solar panels installed by the
banks own engineers. Gradually, the bank will install
solar panel in all its future branches under the slogan
of Save Energy for Green Bangladesh. This has
strengthened the condence of LSSD team in taking
challenges and produce constructive results through
planning and teamwork.
Risk Management
PBL has always being in the forefront of implementing
different risk management tools and techniques. The
Risk of any banking institution may be dened as the
possibility of incurring losses, nancial or otherwise.
Banking business is in fact a business of risk taking. So
it is vital to manage all these risks efciently to emerge
as the winner out of these risk ventures. In todays
challenging nancial and economic environment
effective risk management is must for sustainable growth
in shareholders value. The major areas of risk to which
the activities of the banking operation are exposed to
are Credit Risk, Liquidity Risk, Market Risk, Operational
Risk and Reputation Risk. Market risks include Foreign
exchange risk, Interest rate risk and Equity risk. Details
of Risk Management are given in the Risk Management
Chapter of this Annual Report.
Capital Management
Capital management of the bank is based on the
objective to maintain an adequate capital base to support
the projected business and regulatory requirement. This
is done by drawing an annual planned business growth
vis--vis capital requirement. PBL recognizes the impact
of shareholders returns on the level of equity and seeks
to maintain a prudent balance between Tier-I And Tier-II
capital. As per directives of Bangladesh Bank, the banks
are required to maintain capital at 10.00 percent of risk-
weighted assets from 1
st
July 2011 under Basel-II. Tier-I
capital should be minimum 5 percent of total capital.
The banks capital fund is divided into two parts- Tier-I
and Tier-II capital. Tier-I includes the equity (paid-up
capital, share premium, statutory reserve and retained
earnings) and Tier-II includes general provision on
unclassied loans and advances, revaluation reserves,
unsecured subordinated debt and exchange equalization
account. Total capital fund increased by Tk 2,790 million
and stood at Tk 24,273 million during 2011. Tier-I capital
grew by Tk 2,996 million and stood at Tk 18,787 million
during the year under review. Total capital fund is
equivalent to 12.49 percent of total risk weighted assets.
The details of capital fund are given below:
Tier-I and Tier-II Capital
Taka in Million
2011 2010
Tier-I Capital:
Paid-up capital 7,798 5,776
Share premium 2,241 2,241
Statutory reserve 5,778 4,419
Retained earnings 2,970 3,354
Sub-Total: 18,787 15,791
Tier-II Capital:
General provision for unclassied loans 1,725 1,463
General provision for off-balance
sheet items
940 810
General provision for off-shore
banking units
60 60
Revaluation gain/loss on investments 130 710
Revaluation reserve for equity
instruments
- 18
Revaluation reserve for xed assets 126 126
Unsecured subordinated bond 2,500 2,500
Exchange equalization 5 5
Sub Total: 5,486 5,692
Total Capital 24,273 21,483
Total Risk Weighted Asset 194,380 183,747
Capital Adequacy Ratio 12.49% 11.69%
Detailed report is provided in Market Discipline
Disclosers on Risk Based Capital (Basel-II) in this
annual report.
Solar Panel setup at a branch
Human Resources
Organizations need to effectively manage their human
resources to get the maximum contribution from their
employees. PBL always focuses on helping its people
to grow, enabling individuals to make a difference and
win their goals.
HR Division of PBL always strives to ensure a great
place to work by creating an attractive, inclusive
and safe environment that rewards success and
encourages employees to take control of their personal
development.
At the core of the HR strategy is managing an
organizational culture where employees enjoy
and maintain professional excellence to convert the
human resource into human capital. Ensuring such
things in the bank is a key driver of productivity and
performance, which creates the foundation of banks
performance culture. HR Division persuades and
focuses on the behaviors that bring out the very best
from every employee, assessing their performance
not just on results but on how those results were
achieved. To further embed these behaviors PBL has
a remuneration program in place, carefully designed to
encourage its employees to live its values every day.
The bank has always taken a view that its remuneration
policies should support and drive its business strategy
and reinforce its values. PBL believes these are sound
and aligned to external best practice standards with
risk-based and robust governance structures. Banks
annual performance bonuses are discretionary and are
delivered in a combination of cash and deferred shares.
They are set with regard to an assessment of risk and
other factors such as achievement of our management
agenda, risk management and economic backdrop,
as well as prot. PBL accentuates on shared working,
creativity and innovation among its employees.
PBLs brand pledges, a bank with a difference, sets
out its deep and lasting commitment to people, to the
communities in which we live and work, and to building
a sustainable and responsible business in the long run
in a unique way. And it is this commitment that not only
sets us apart as a bank but also as an employer.
By developing strengths of the human capital, valuing
their unique perspectives and enabling them to make
a difference to our success, PBL will help them to fulll
their latent talent. Getting the best from this opportunity
will rely on them sharing their commitment to delivering
performance for its shareholders, building lasting
relationships while demonstrating a passion for helping
it do better- for customers and society.
With 2,292 people, operating through 119 branches the
bank prides itself on being a truly peerless organization,
combining the expertise and endeavor of experienced
and fresh talents.
Future Outlook 2011
Bangladesh economy is expected to grow by 6.5-7.0
percent during 2012 provided there in no let-up in the
process of increasing foreign demand, strengthening
the supportive macroeconomic policies and subduing
ination. However, there are several key challenges
like persistent shortages of power and gas, probable
continuation of decline in manpower exports affecting
remittance inows, risk of exacerbating domestic
ination caused by upward revision of energy prices,
oods and other natural disasters and climate change.
support will be directed towards adequate credit ows
towards all productive but under-served and un-served
sectors especially in agriculture sector, SMEs, women
entrepreneurs, renewable energy and efuent treatment
projects. In these initiatives innovative partnerships
between banks, micronance institutions, mobile phone
and smart card based IT platforms for efcient and
cost effective customer service will be continued to be
encouraged and supported. Banks would be pursued
by Bangladesh Bank to reduce interest spread for
productive sectors and improve managerial efciency
by reducing the burden of non-performing loans.
The nancial sector of the country is also expected
to continue showing good results during 2012. The
banking sector is still the most promising and structured
sector of the economy. It is also the most preferred
sector for the investors of the bourses as increased
remittance ow, good export performance and steady
industrial growth, accelerated performance in SME and
consumer loan, implementation of risk management
and corporate governance are likely to have positive
impact in the performance of the banking sector. PBL is
well positioned to meet the challenges of 2012 and will
continue to strive to innovate and capture opportunity
for growth and value creation. The bank will continue
to harness the potentials of retail, credit card, SME,
agriculture and remittance market. The bank will focus
on its IT developments and large customer base to
generate more business from existing and potential
customers. However, continued pressure on interest
margins, fees, exchange earnings and increased
[ 180 ]
provision requirement for retail, credit card, SME and
Off-balance sheet exposures and compliance with
Basel-II will pose a challenge to the nancial sector. In
its pursuit for growth, PBL is fully prepared to meet the
challenges by adhering to good corporate governance
and practices, sound risk management policies and
strict credit evaluation procedure.
Financial Analysis
Total Assets
Consolidated assets of the bank stood at Tk 200,996
million in 2011 as against Tk 155,222 million in 2010.
Total assets of PBL stood at Tk 199,950 million in 2011
from Tk 154,342 million in 2010 registering a growth
of 29.55 percent. The increase in assets of PBL was
mainly driven by growth of customer deposits. The
growth of deposits was used for funding growth in
credit and holding of securities for SLR purpose and as
primary dealer. The economy witnessed a satisfactory
growth scenario in credit and deposits mobilization.
Growth of Balance Sheet Items
Outstanding
Taka in Million
Growth of
PBL
Industry
Average
2011 2010 % %
Assets 199,950 154,342 29.55 22.42
Deposits 159,816 124,574 28.29 21.85
Loans &
Advances
139,409 116,057 20.12 24.95
Cash and Balance with Bangladesh Bank
& its Agent
Consolidated position of the bank is Tk 13,497 million in
2011 as against Tk 9,577 million in 2010. PBLs position
increased from Tk 9,577 million in 2010 to Tk 13,497
million in 2011 depicting a growth of 40.93 percent.
The growth in deposits increased the Cash Reserve
Requirement of the Bank which is maintained with
Bangladesh Bank and its agent. CRR was maintained
adequately throughout the year.
Balance with other banks and nancial
institutions
Consolidated position of the bank is Tk 1,590 million in
2011 as against Tk 1,086 million in 2010. PBLs position
increased from Tk 1,036 million in 2010 to Tk 1,516
million in 2011 depicting a growth of 46.31 percent. The
positive growth in PBLs position was due to increase in
both number and balance of nostro accounts maintained
with overseas banks. Adequate funds were maintained
with correspondent banks for payment against LC
commitments.
Money at Call & Short Notice
This was one of the major areas of operation of the
PBLs Treasury Division. However, the outstanding was
nil at the year end because of the following reasons:
Excess funds were used to purchase Government
securities which were devolved on the bank as a
primary dealer.
Investment
PBLs investment increased during the year by Tk 14,894
million and stood at Tk 35,378 million as at 31 December
2011. The bank purchased government treasury bills to
cover the increased SLR requirement. In addition, as
primary dealer PBL had to buy government treasury
bills which were devolved by Bangladesh Bank.
Loans and Advances / Investments
Consolidated loans and advances/investments (credit
under Islamic Shariah) of the bank grew strongly by
19.32 percent and stood at Tk 141,802 million in 2011.
Loans and advances of PBL increased by Tk 23,352
million showing a growth of 20.12 percent during 2011.
Investment of Islamic banking branches increased by
1,918 million and the growth rate was 16.89 percent
during 2011. Outstanding loans and advances of off-
shore banking units was Tk 3,470 million. Yield on
loans and advances of PBL increased to 13.06 percent
from the level of 11.76 percent of previous year due
to increase of lending rates on corporate and medium
scale nancing. Concentration of loans and advances
was well managed and details of credit are given at
notes to accounts no 7(a).5. Ratio of non performing
loan of PBL was 1.37 percent which was much below
the industry average of 7.30 percent.
Liabilities
Consolidated total liabilities (excluding equity) of the
bank stood at Tk 181,689 million in 2011 as against Tk
137,758 million in 2010. The total liabilities (excluding
equity) of PBL stood at Tk 180,812 million in 2011 from
Tk 137,434 million in 2010 registering a growth of 31.56
percent. The increase in liability was mainly due to
growth in deposits and borrowings.
Borrowings from other banks, nancial
institutions and agents
The borrowing represents PBLs borrowing against PBL
Bond, call borrowing and renance against SME loan
from Bangladesh Bank.
Deposits
The deposits of PBL grew by 28.29 percent in 2011.
Customer deposits of the bank grew by 26.64 percent.
The growth was supported by branch network and
high standard service provided to customers along
with liability campaign carried out by retail liability team
for mobilization of no cost and low cost deposits. No
cost and low cost deposits comprised of 33 percent
of total deposits as against 38 percent in the previous
year. Fixed deposits remained the main component
of deposits contributing about 46 percent of the total
deposits. Interest cost of deposit decreased to 8.15
percent as against 6.39 percent of the previous year.
Scheme deposits increased by 25 percent over the
previous year. The clientele group of the Bank was
individuals, corporation, NGO, NBFI, government
bodies etc. There are as many as 18 deposit products
of the bank.
Deposits Mix of PBL
Types of
Deposits
Outstanding
Taka in million
Growth
%
Mix (%)
2011 2010 2011 2010
Current &
Contingent
23,934 21,863 9.47 14.98 17.55
Bills Payable 2,993 2,438 22.76 1.87 1.95
Savings 17,944 15,302 17.27 11.23 12.28
Special
Notice
Deposits
7,938 7,644 3.85 4.97 6.14
FDR 73,171 50,324 45.40 45.78 40.40
Scheme
Deposits
33,836 27,003 25.30 21.17 21.68
Shareholders fund
Consolidated shareholders fund/equity increased by
10.55 percent during the year. PBLs shareholders
fund increased by 13.19 percent during 2011. Paid-up
capital of PBL increased by Tk 2,022 million (bonus
share of 2010) and stood at Tk 7,798 million during
2011. The statutory reserve increased by Tk 1,359
million during the year and stood at Tk 5,778 million.
Distributable prot stood at Tk 2,818 million during the
year. The strong growth in shareholders fund will help
the bank to expand its business.
Analysis of Income Statement of PBL
Taka in million
Sl
No
%
Change
1 Interest income 16,737 12,147 37.79
2 Interest expense (12,648) (7,824) 61.66
3 Net interest income 4,089 4,323 (5.73)
4 Investment income 4,215 2,632 60.14
5 Non-interest income 3,341 2,840 17.64
6 Total operating income 11,645 9,795 18.89
7 Total operating expenses (4,190) (3,618) 15.81
8 Prot before tax and
provision 7,455 6,176 20.70
9 General provision on loans (305) (120) 154.17
10 Provision for classied loans (226) (120) 88.30
11 General provision on off-
balance sheet items (130) (270) (107.69)
12 Provision for off-shore
banking units - (30) (100.00)
13 Net prot before tax 6,794 5,636 20.54
14 Provision for tax including
deferred tax 3,132 2,535 23.54
15 Net prot after tax 3,662 3,101 18.08
Interest Income
PBLs interest income increased by 37.79 percent during
2011. Interest earned from loan and prot earned on
investment remained the principal component of interest
income. Yield on loans and advances increased to 13.06
percent in 2011 from 11.76 percent in the previous year
due to increase in rates of interest on lending.
Interest Expense
On the other hand, PBLs interest expense increased
by 61.66 percent during 2011. Interest cost on deposits
was the main component of interest expenses. Interest
cost of deposits increased to 8.15 percent in 2011 from
6.39 percent in the previous year due to increase in
rates of interest on deposits arising from overall liquidity
pressure in the market particularly in the last quarter
of 2011. Moreover, the liquidity pressure compelled
the bank, a Primary Dealer, to go for mobilization of
additional high cost deposits and additional borrowings
to purchase treasury bills / bonds which were devolved
by Bangladesh Bank. This caused interest expense
on deposits to increase by 56.66 percent and interest
expense on borrowings to increase by 148.68 percent.
Net Interest Income
As interest income increased by 37.79 percent and
interest expense increased by 61.66 percent, PBLs
net interest income decreased by 5.73 percent during
2011. However, net interest income was one of the
main contributors to operating income, accounting for
35.11 percent.
[ 182 ]
Investment Income
PBLs investment income consists of interest / discount
earned on treasury bills / bonds, gain on government
security trading, dividend received on shares and
capital gain from sale of securities of listed companies.
Investment income increased by Tk 1,583 million
during the year registering a growth of 60.14 percent
over the previous year, accounted for 36.20 percent of
the operating income followed by net interest income.
As a primary dealer, PBL had to devolve securities by
Bangladesh Bank. As such interest/discount income
became the main contributor to investment income.
Non-Interest Income
Non-interest income of PBL increased by 17.64 percent
during the year. Fees and exchange based income of
the bank grew by 18.90 percent during the year. Other
charges and recoveries increased during the year
registering a growth of 12.72 percent.
Total Operating Income
Due to the reasons explained above, total operating
income of the bank grew by 18.89 percent during the
year and stood at Tk 11,645 million.
Total Operating Expense

Total operating expenses of PBL increased by 15.81
percent during the year mainly due to increase in
personnel and other operating expenses. To match
with the growth of SME and retail business and branch
expansion a number of manpower was recruited
along with sales force. Moreover, to keep the salary
package competitive in the industry, there was upward
revision of the packages in the last quarter of 2011
which also increased personnel expenses. However,
the enhancement of the package will motivate our
employees to do even better in future and targeted
increase of business especially in SME and retail
segments will benet the bank in broad spectrum.
PBL also made donation amounting to Tk 271.90
million to Prime Bank Foundation to carry on various
CSR activities. PBL also focused on developing brand
image and increased promotional and advertisement
expenses. This strategy added value to the business.
The banks cost income ratio improved to 35.98 percent
in 2011 from 36.94 percent in 2010 due to increased
investment in branch expansion and development of
IT infrastructure. Considering the factors stated above,
the ratio indicates the satisfactory operating efciency
of the bank.
The productivity of the employee continued to grow
which is evident from the following ratio:
Taka in million
Income per employee 5.08 4.58
Prot before tax per employee 2.96 2.64
Assets per employee
(excluding contingent)
87.24 72.16
Provision for Classied Loans
The provision against classied loans increased during
the year. Total provision against classied loan was
Tk 226 million during 2011 as against Tk 120 million
of previous year. Provision adequacy ratio was 106.43
percent against industry average of 96.45 percent.
Provision against unclassied loans was made to the
tune of Tk 305 million durng 2011 as against Tk 120
million of previous year. General provision requirement
on off-balance sheet outstanding had to be provided Tk
130 million as against Tk 270 million of previous year.
The bank was not required to make any provision for
off-Shore banking units which was Tk 30 million in the
previous year. This is to be noted that general provision
is regarded as Tier-II capital of the bank and provides
safeguard against future default as well supports
business growth by strengthening the capital base.
2011 2010
NPL ratio 1.37% 1.18%
Industry average of NPL
ratio
7.30% 9.20%
Provision adequacy 106.43% 101.34%
Industry average for
provision adequacy
96.45% 102.30%
Recovery against classied and written-
off Loans
PBL was able to recover Tk 753.50 million against
classied loans and Tk 110.07 million against written-
off loans during the year 2011.
Net Prot before Tax
After making above provisions, net prot before tax of
PBL stood at Tk 6,794 million registering a growth of
20.54 percent.
Provision for Income Tax
Provision against current year income tax of PBL was Tk
2,907 million compared to Tk 2,285 million of preceding
year. Deferred tax decreased to Tk 225 million from Tk
250 million of previous year.
Net Prot after Tax
Net prot after tax stood at Tk 3,662 million registering a
growth of 18.08 percent during 2011. Earnings per share
increased to Tk 4.70 as at December 31, 2011 from Tk
3.98 in the previous year. Average ROA and ROE stood
at 2.07 percent and 20.32 percent respectively.
Statutory Reserve
As per Bank Company Act 1991, 20 percent of prot
before tax is required to be transferred to statutory
reserve. As such an amount of Tk 1,358.80 million has
been transferred to statutory reserve.
Dividends
Thus fund available for distribution is Tk 2,817.82 million
(Tk 2,303.38 million from current year prot plus Tk
514.44 million from retained earnings of previous year).
In order to maintain a satisfactory capital adequacy
ratio of the bank, the Board decided to recommend 20
percent stock dividend and 10 percent cash dividend for
the year 2011. Satisfactory capital fund will enable the
bank to increase business activities.
Shareholders Value
PBL remains fully committed to delivery of higher
shareholders value. The high protability track record
underpins the value the shareholders derived from
investing in the shares of PBL. The earnings per
share increased and stood at Tk 4.70 and return on
average equity stood at Tk 20.32 percent during 2011.
Market capitalization stood at Tk 34,702 million as at
December 2011 holding the 10th position among the
listed companies and 3rd position among the listed
banks. PBL has been rated as 3rd among the listed
companies as per Performance of DSE-20 Index.
Share of Prime Bank Limited in market capitalization
was 1.69 percent.
Meeting of the Board
During the year 2011, 17 Board Meetings were held.
Details are at Annexure-1.
Appointment of Auditors
Hoda Vasi Chowdhury & Co and Howladar Yunus &
Co were appointed as external auditors of the Bank
for the year 2011 in the 16th Annual General Meeting
held on 27th March 2011. They have expressed their
willingness to continue as external auditors for the year
2011. As per Bangladesh Bank guidelines they are
eligible for re-appointment.
Annual General Meeting
Annual General Meeting will be held on 29th March 2012
at Winter Garden of Ruposhi Bangla Hotel (former
Dhaka Sheraton Hotel) at 11.00 a.m. The Directors
Report and nancial statements were approved at
374th Board Meeting held on 15th February 2012 for
presentation to the shareholders.
Chairman
[ 184 ]
Some PBL Activities during 2011
PBL family members during the Bengali New Year-1418
celebration.
Md. Shirajul Islam Mollah, Chairman, PBL, speaking at the Annual
Business Review Meeting of the Bank.
On the eve of Customer Meet & Get Together at Sylhet Launching of Merchant Discount Program for Credit Card
holders of PBL.
A Workshop on Money Laundering Prevention Act and Anti
Terrorist Law organised by PBL.
Launching Ceremony of Prime Bank Entrepreneur Speaks
program at the GDLN centre of BRAC University.
[ 185 ]
Biometric Smart Card Money Transfer Services Agreement
Signing between Prime Bank Limited and Dipon Consulting
Services.
Inaugural ceremony of Prime Bank-NDDC 23rd National Debate
Competition at the Notre Dame College.
Corporate Agreement Signing Ceremony with Square Hospital. Corporate Agreement Signing Ceremony with Apollo Hospital.
Closing Ceremony of the 54th Foundation Training Course of
Prime Bank Limited.
Dr. Mohammed Farashuddin, Former Governor of Bangladesh Bank,
handing over the crest to Masudur Rahman for bagging the 1st position in
the 48th Foundation Training Course held in the HRTDC, Dhaka.
[ 186 ]
Auditors Report
to the shareholders of Prime Bank Limited
We have audited the accompanying consolidated financial statements of Prime Bank Limited and its subsidiaries (together
referred to as the Bank) as well as standalone financial statements of Prime Bank Limited for the year ended 31
December 2011 which comprise the balance sheet, profit and loss account, statement of changes in equity and cash flow
statement for the year then ended, and a summary of significant accounting policies, other explanatory notes 1-49 and
annexure thereto.
Managements responsibilities for the Consolidated Financial Statements
Management of Prime Bank Limited is responsible for the preparation of consolidated financial statements that give a true
and fair presentation of these in accordance with Bangladesh Accounting Standards (BAS) and Bangladesh Financial
Reporting Standards (BFRS), the Bank Companies Act 1991, the rules and regulations issued by the Bangladesh Bank,
the Companies Act 1994 and other applicable laws and regulations. This responsibility includes: designing, implementing
and maintaining internal control relevant to the preparation and fair presentation of financial statements that are free from
material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making
accounting estimates that are reasonable in the circumstances.
Auditors responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in
accordance with Bangladesh Standards on Auditing. Those standards require that we comply with relevant ethical
requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free of
material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial
statements. The procedures selected depend on our judgment, including the assessment of the risks of material
misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, we consider
internal control relevant to the entitys preparation and fair presentation of the financial statements in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness
of the entitys internal control. An audit also includes evaluating the appropriateness of accounting principles used and the
reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the
financial statements.
The financial statements of the Banks five subsidiaries, namely Prime Exchange Co. Pte. Ltd. Singapore, Prime Exchange
(UK) Ltd., PBL Finance (Hong Kong) Ltd., Prime Bank Investment Ltd. and Prime Bank Securities Ltd. reflects total assets
of Tk. 9,154,356,799 as at 31 December 2011 and total revenue of Tk. 1,280,061,090 for the year ended 31 December
2011. These financial statements have been audited by other component auditors who have expressed unqualified audit
opinion and accepted by us for the audit of the Banks consolidated financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Opinion
In our opinion, the financial statements have been prepared in accordance with Bangladesh Accounting Standards (BAS)
and Bangladesh Financial Reporting Standards (BFRS), give a true and fair view of the state of the Banks affairs as at 31
December 2011 and of the results of its operations and its cash flows for the year then ended and comply with the
applicable sections of the Bank Companies Act 1991, the rules and regulations issued by the Bangladesh Bank, the
Companies Act 1994 and other applicable laws and regulations.
[ 187 ]
We also report that:
a) we have obtained all the information and explanations which to the best of our knowledge and belief were necessary
for the purposes of our audit and made due verification thereof;
b) in our opinion, proper books of account as required by law have been kept by the Bank so far as it appeared from
our examination of those books and proper returns adequate for the purpose of our audit have been received from
branches not visited by us;
c) the Banks Balance Sheet and Profit and Loss Account together with the annexed notes 1 to 49 dealt with by the
report are in agreement with the books of account and returns;
d) the expenditure incurred was for the purpose of the Banks operations;
e) the financial position of the Bank as at 31 December 2011 and the profit for the year then ended have been properly
reflected in the financial statements, the financial statements have been prepared in accordance with the generally
accepted accounting principles;
f) the financial statements have been drawn up in conformity with the Bank Companies Act 1991 and in accordance
with the accounting rules and regulations issued by the Bangladesh Bank;
g) adequate provisions have been made for advances and other assets which are in our opinion, doubtful of recovery;
h) the financial statements conform to the prescribed standards set in the accounting regulations issued by the
Bangladesh Bank after consultation with the professional accounting bodies of Bangladesh;
i) the records and statements submitted by the branches have been properly maintained and consolidated in the
financial statements;
j) the information and explanations required by us have been received and found satisfactory;
k) 80% of the risk weighted assets have been reviewed by us spending over 5,000 man hours;
l) Capital adequacy Ratio (CAR) as required by the Bangladesh Bank has been maintained adequately during the year.
Hoda Vasi Chowdhury & Co Howladar Yunus & Co
Chartered Accountants Chartered Accountants
Dhaka, 15 February 2012
[ 188 ]
PROPERTY AND ASSETS
Cash 3
In hand (including foreign currencies) 1,464,155,549 1,267,716,376
Balance with Bangladesh Bank and its agent bank (s)
(including foreign currencies) 12,032,573,269 8,309,148,371
13,496,728,818 9,576,864,747
Balance with other banks and financial institutions 4
In Bangladesh 382,122,372 417,554,765
Outside Bangladesh 1,208,305,751 668,715,404
1,590,428,123 1,086,270,169
Money at call and short notice 5 - -
Investments 6
Government 34,395,651,805 19,368,115,114
Others 3,120,176,474 2,837,921,281
37,515,828,279 22,206,036,395
Loans, advances and lease /investments
Loans, cash credits, overdrafts etc./ investments 7 134,982,117,073 111,440,806,551
Bills purchased and discounted 6,819,531,891 7,396,483,456
141,801,648,964 118,837,290,007
Fixed assets including premises, furniture and fixtures 9 4,033,403,880 1,743,584,748
Other assets 10 2,557,642,372 1,771,959,193
Non - banking assets - -
Total assets 200,995,680,436 155,222,005,259
LIABILITIES AND CAPITAL
Liabilities
Borrowings from other banks, financial institutions and agents 11 10,969,847,805 5,214,498,448
Deposits and other accounts 12
Current / Al-wadeeah current deposits 23,625,794,636 21,552,223,043
Bills payable 2,992,596,076 2,437,755,219
Savings bank / Mudaraba savings deposits 17,943,888,911 15,302,405,243
Term deposits / Mudaraba term deposits 115,250,080,280 85,196,215,629
Bearer certificate of deposit - -
Other deposits - -
159,812,359,903 124,488,599,134
Other liabilities 13 10,907,077,559 8,054,615,352
Total liabilities 181,689,285,267 137,757,712,934
Capital / Shareholders' equity
Paid -up capital 14.2 7,798,095,580 5,776,367,100
Share premium 14.8 2,241,230,396 2,241,230,396
Minority Interest 14.9 63 71
Statutory reserve 15 5,778,119,737 4,419,319,123
Revaluation gain / loss on investments 16 259,338,544 1,420,497,676
Revaluation reserve 17 251,603,566 251,603,566
Foreign currency translation gain 18 8,058,632 1,301,116
Other reserve - -
Surplus in profit and loss account / Retained earnings 18 2,969,948,651 3,353,973,277
Total Shareholders' equity 19,306,395,169 17,464,292,325
Total liabilities and Shareholders' equity 200,995,680,436 155,222,005,259
Particulars Notes
Amount in Taka
2011 2010
Consolidated Balance Sheet
as at 31 December 2011
[ 189 ]
OFF - BALANCE SHEET EXPOSURES
Contingent liabilities 19
Acceptances and endorsements 19.1 28,963,416,330 21,609,053,753
Letters of guarantee 19.2 34,955,284,339 29,132,696,357
Irrevocable letters of credit 19.3 29,706,663,305 30,876,331,386
Bills for collection 19.4 7,429,741,406 5,681,386,778
Other contingent liabilities - -
101,055,105,380 87,299,468,274
Other commitments
Documentary credits and short term trade -related transactions - -
Forward assets purchased and forward deposits placed - -
Undrawn note issuance and revolving underwriting facilities - -
Undrawn formal standby facilities , credit lines and other commitments - -
Liabilities against forward purchase and sale - -
- -
Total Off-Balance Sheet exposures including contingent liabilities 101,055,105,380 87,299,468,274
These financial statements should be read in conjunction with the annexed notes 1 to 49.
Particulars Notes
Amount in Taka
2011 2010
Consolidated Balance Sheet
Chairman Director Director Managing Director
See annexed auditors' report to the Shareholders of the date.
Hoda Vasi Chowdhury & Co. Howladar Yunus & Co.
[ 190 ]
Interest income / profit on investments 21 17,574,814,286 12,695,374,976
Interest / profit paid on deposits, borrowings, etc. 22 (13,043,496,475) (8,047,100,451)
Net interest / net profit on investments 4,531,317,811 4,648,274,525
Investment income 23 4,282,336,459 2,717,663,244
Commission, exchange and brokerage 24 2,916,034,666 2,718,207,140
Other operating income 25 800,180,919 708,461,224
Total operating income (A) 12,529,869,855 10,792,606,133
Salaries and allowances 26 2,115,203,200 1,722,050,368
Rent, taxes, insurance, electricity, etc. 27 380,655,058 318,646,910
Legal expenses 28 16,766,156 20,307,334
Postage, stamp, telecommunication, etc. 29 133,942,232 124,144,300
Stationery, printing, advertisements, etc. 30 260,483,419 226,907,572
Managing Director's salary and fees 31 9,003,067 8,980,000
Directors' fees 32 3,699,624 4,683,876
Auditors' fees 33 661,500 635,000
Charges on loan losses 34 - -
Depreciation and repair of Bank's assets 35 280,989,830 224,412,619
Other expenses 36 1,163,574,236 1,118,899,433
Total operating expenses (B) 4,364,978,322 3,769,667,412
Profit / (loss) before provision (C=A-B) 8,164,891,533 7,022,938,721
Provision for loans / investments 37
Specific provision 226,000,000 120,000,000
General provision 305,000,000 120,000,000
Provision for Off-Shore Banking Units - 30,000,000
Provision for off-balance sheet exposures 130,000,000 270,000,000
661,000,000 540,000,000
Provision for diminution in value of investments 389,941,266 11,047,554
Other provisions - -
Total provision (D) 1,050,941,266 551,047,554
Total profit / (loss) before taxes (C-D) 7,113,950,267 6,471,891,167
Provision for taxation:
Current tax 38 3,172,444,671 2,581,289,160
Deferred tax 224,500,000 250,000,000
3,396,944,671 2,831,289,160
Net profit after taxation 3,717,005,596 3,640,602,007
Retained earnings brought forward from previous year 18.1 611,743,672 840,651,060
4,328,749,268 4,481,253,067
Particulars Notes
Amount in Taka
2011 2010
Consolidated Profit and Loss Account
for the year ended 31 December 2011
[ 191 ]
Appropriations
Statutory reserve 1,358,800,614 1,127,279,779
Minority interest 3 11
General reserve - -
1,358,800,617 1,127,279,790
Retained surplus 18 2,969,948,651 3,353,973,277
Earnings per share (EPS) 43 4.77 4.67
Particulars Notes
Amount in Taka
2011 2010
Consolidated Profit and Loss Account
[ 192 ]
Consolidated Cash Flow Statement
A) Cash flows from operating activities
Interest receipts in cash 19,000,177,647 12,990,473,450
Interest payments (11,980,804,137) (6,787,073,786)
Dividend receipts 467,592,508 11,376,050
Fees and commission receipts in cash 2,916,034,666 2,718,207,140
Recoveries of loans previously written off 110,069,208 298,225,483
Cash payments to employees (2,124,206,268) (1,062,162,367)
Cash payments to suppliers (579,005,619) (544,647,592)
Income taxes paid (2,761,312,666) (1,793,037,726)
Receipts from other operating activities 39 1,913,154,655 1,533,733,309
Payments for other operating activities 40 (1,474,942,424) (1,158,736,811)
Cash generated from operating activities before
changes in operating assets and liabilities 5,486,757,570 6,206,357,150
Increase / (decrease) in operating assets and liabilities
Statutory deposits - -
Purchase of trading securities (Treasury bills) (4,885,593,657) (238,885,689)
Loans and advances to other banks - -
Loans and advances to customers (23,638,526,278) (28,891,303,203)
Other assets 41 (10,186,536,292) (2,266,982,730)
Deposits from other banks / borrowings 8,282,513,358 6,757,876,820
Deposits from customers 31,179,063,572 17,624,736,832
Other liabilities account of customers 554,840,857 830,825,572
Trading liabilities - -
Other liabilities 42 1,557,180,763 (4,241,963,238)
2,862,942,323 (10,425,695,636)
Net cash from operating activities 8,349,699,893 (4,219,338,486)
B) Cash flows from investing activities
Debentures 5,000,000 5,000,000
Payments for purchases of securities (416,281,955) (1,385,169,125)
Purchase of property, plant and equipment (2,514,084,521) (346,763,518)
Payment against lease obligation (5,089,558) (4,253,062)
Proceeds from sale of property, plant and equipment 240,300 36,250
Net cash used in investing activities (2,930,215,734) (1,731,149,455)
Particulars Notes
Amount in Taka
2011 2010
[ 193 ]
Consolidated Cash Flow Statement
C) Cash flows from financing activities
Receipts from issue of sub-ordinated bond - 2,500,000,000
Receipts from issue of ordinary share including premium net off tax - 3,396,503,796
Dividend paid (744,474,022) (355,468,750)
Net Cash used in financing activities (744,474,022) 5,541,035,046
D) Net increase / (decrease) in cash and cash equivalents (A+B+C) 4,675,010,137 (409,452,895)
E) Effects of exchange rate changes on cash and cash equivalents (251,323,912) (12,874,594)
F) Cash and cash equivalents at beginning of the year 10,666,104,716 11,088,432,205
G) Cash and cash equivalents at end of the year (D+E+F) 15,089,790,941 10,666,104,716
Cash and cash equivalents at end of the year
Cash in hand (including foreign currencies) 1,464,155,549 1,267,716,376
Balance with other banks and financial institutions 1,590,428,123 1,086,270,169
Money at call and short notice - -
Reverse repo - -
Prize bonds (note-6a) 2,634,000 2,969,800
15,089,790,941 10,666,104,716
Particulars Notes
Amount in Taka
2011 2010
[ 194 ]
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[ 195 ]
Balance Sheet
Particulars Notes
Amount in Taka
2011 2010 (Restated)
PROPERTY AND ASSETS
Cash 3a
In hand (including foreign currencies) 1,464,103,675 1,267,659,482
13,496,676,944 9,576,807,853
Balance with other banks and financial institutions 4a
In Bangladesh 377,477,308 416,957,643
Outside Bangladesh 1,138,637,962 619,292,978
1,516,115,270 1,036,250,621
Money at call and short notice 5 - -
Investments 6a
Government 34,395,651,805 19,368,115,114
Others 982,145,986 1,116,172,748
35,377,797,791 20,484,287,862
Loans, advances and lease / investments
Loans, cash credits, overdrafts, etc./ investments 7a 132,589,361,294 108,660,040,705
Bills purchased and discounted 8 6,819,531,891 7,396,483,456
139,408,893,185 116,056,524,161
Fixed assets including premises, furniture and fixtures 9a 3,975,458,490 1,694,694,701
Other assets 10a 6,175,551,802 5,493,492,704
Total assets 199,950,493,482 154,342,057,902
Liabilities
Borrowings from other banks, financial institutions and agents 11a 10,969,847,805 5,214,498,448
Deposits and other accounts 12a.1.c
Bills payable 2,992,596,076 2,437,755,219
Savings bank / Mudaraba savings deposits 17,943,888,911 15,302,405,243
Bearer certificate of deposit - -
Other deposits - -
159,815,720,972 124,573,628,634
Other liabilities 13a 10,026,199,774 7,645,793,809
Paid up capital 14.2 7,798,095,580 5,776,367,100
Share premium 14.8 2,241,230,396 2,241,230,396
Statutory reserve 15 5,778,119,737 4,419,319,123
Revaluation gain / (loss) on investments 16a 243,159,736 1,416,526,260
Revaluation reserve 17 251,603,566 251,603,566
Foreign currency translation gain 18a 8,694,724 1,043,455
Other reserve - -
Surplus in profit and loss account / Retained earnings 18a 2,817,821,192 2,802,047,111
Total Shareholders' equity 19,138,724,931 16,908,137,011
[ 196 ]
Balance Sheet
Particulars Notes
Amount in Taka
OFF BALANCE SHEET EXPOSURES
Contingent liabilities 19a
Acceptances and endorsements 19a.1 28,963,416,330 21,609,053,753
Letters of guarantee 19a.2 34,955,284,339 29,132,696,357
Irrevocable letters of credit 19a.3 29,706,663,305 30,876,331,386
Bills for collection 19a.4 7,429,741,406 5,681,386,778
101,055,105,380 87,299,468,274
Other commitments
Liabilities against forward purchase and sale - -
- -
Total Off-Balance Sheet exposures including contingent liabilities 101,055,105,380 87,299,468,274
[ 197 ]
Profit and Loss Account
Interest income / profit on investments 21a 16,736,821,063 12,146,731,753
Interest / profit paid on deposits, borrowings, etc. 22a (12,647,982,518) (7,823,692,541)
Net interest / net profit on investments 4,088,838,545 4,323,039,212
Investment income 23a 4,215,423,017 2,631,672,904
Commission, exchange and brokerage 24a 2,688,968,185 2,261,574,900
Other operating income 25a 652,092,975 578,501,051
Total operating income (A) 11,645,322,722 9,794,788,067
Salaries and allowances 26a 2,057,909,184 1,684,259,223
Rent, taxes, insurance, electricity, etc. 27a 367,568,017 312,077,040
Legal expenses 28a 16,312,942 19,732,334
Postage, stamp, telecommunication, etc. 29a 132,056,013 123,179,310
Stationery, printing, advertisements, etc. 30a 257,637,681 223,270,166
Managing Director's salary and fees 31 9,003,067 8,980,000
Directors' fees 32a 3,569,924 4,655,876
Auditors' fees 33a 522,500 575,000
Charges on loan losses 34a - -
Depreciation and repair of Bank's assets 35a 271,478,216 219,350,803
Other expenses 36a 1,074,262,109 1,022,309,415
Total operating expenses (B) 4,190,319,653 3,618,389,167
Profit / (loss) before provision (C=A-B) 7,455,003,069 6,176,398,900
Provision for loans / investments 37a
Specific provision 226,000,000 120,000,000
General provision 305,000,000 120,000,000
Provision for Off-Shore Banking Units - 30,000,000
Provision for off-balance sheet exposures 130,000,000 270,000,000
661,000,000 540,000,000
Total provision (D) 661,000,000 540,000,000
Total profit / (loss) before taxes (C-D) 6,794,003,069 5,636,398,900
Provision for taxation
Current tax 38a 2,907,320,000 2,285,000,000
Deferred tax 224,500,000 250,000,000
3,131,820,000 2,535,000,000
Net profit after taxation 3,662,183,069 3,101,398,900
Retained earnings brought forward from previous years 18.1.a 514,438,737 827,927,990
4,176,621,806 3,929,326,890
Particulars Notes
Amount in Taka
[ 198 ]
Profit and Loss Account
Appropriations
Statutory reserve 1,358,800,614 1,127,279,779
General reserve - -
1,358,800,614 1,127,279,779
Retained surplus 18a 2,817,821,192 2,802,047,111
Earnings per share (EPS) 43a 4.70 3.98
Particulars Notes
Amount in Taka
[ 199 ]
Cash Flow Statement
Interest receipts in cash 18,162,184,424 12,441,830,226
Interest payments (11,585,290,180) (6,563,665,878)
Dividend receipts 467,592,508 11,376,050
Fees and commission receipts in cash 2,688,968,185 2,261,574,900
Recoveries of loans previously written off 110,069,208 298,225,483
Cash payments to employees (2,066,912,251) (1,018,626,413)
Income taxes paid (2,761,312,666) (1,793,037,726)
Receipts from other operating activities 39a 1,698,153,270 1,317,782,795
Payments for other operating activities 40a (1,369,935,123) (1,050,503,527)
Cash generated from operating activities before
changes in operating assets and liabilities 4,767,357,494 5,366,875,476
Purchase of trading securities (Treasury bills) (4,885,593,657) (238,885,689)
Loans and advances to other banks - -
Loans and advances to customers (23,352,369,024) (26,003,044,840)
Other assets 41a (10,082,912,212) (5,944,877,788)
Deposits from other banks / borrowings 8,282,513,358 7,093,215,248
Deposits from customers 31,097,395,141 17,622,146,208
Other liabilities account of customers 554,840,857 830,825,572
Other liabilities 42a 1,085,124,521 (4,639,066,940)
2,698,998,984 (11,279,688,229)
Net cash from operating activities 7,466,356,478 (5,912,812,753)
Debentures 5,000,000 5,000,000
Proceeds from sale of securities - 329,079,408
Payments for purchases of securities (29,996,467) -
Purchase of property, plant and equipment (2,505,029,178) (302,211,091)
Payment against lease obligation (5,089,558) (4,253,062)
Proceeds from sale of property, plant and equipment 240,300 36,250
Net cash used in investing activities (2,534,874,903) 27,651,505
Particulars Notes
Amount in Taka
[ 200 ]
Cash Flow Statement
Receipts from issue of sub-ordinated bond - 2,500,000,000
Receipts from issue of ordinary share including premium net off tax - 3,396,503,796
Dividend paid (288,818,355) (355,468,750)
Net Cash used in financing activities (288,818,355) 5,541,035,046
D) Net increase / (decrease) in cash and cash equivalents (A+B+C) 4,642,663,220 (344,126,202)
E) Effects of exchange rate changes on cash and cash equivalents (243,265,280) (11,573,477)
F) Cash and cash equivalents at beginning of the year 10,616,028,274 10,971,727,953
G) Cash and cash equivalents at end of the year (D+E+F) 15,015,426,214 10,616,028,274
Cash in hand (including foreign currencies) 1,464,103,675 1,267,659,482
Balance with other banks and financial institutions 1,516,115,270 1,036,250,621
Money at call and short notice - -
Reverse repo - -
Prize bonds (note-6a) 2,634,000 2,969,800
15,015,426,214 10,616,028,274
Particulars Notes
Amount in Taka
[ 201 ]
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[ 202 ]
Notes to the Financial Statements
1.1 Prime Bank Limited
The Prime Bank Limited ("the Bank") was incorporated as a public limited company in Bangladesh under
Companies Act, 1994 with the registered office of the company is located at 119-120 Motijheel C/A, Dhaka-1000. It
commenced its banking business with one branch from April 17, 1995 under the license issued by Bangladesh
Bank. Presently the Bank has 102 (One Hundred Two ) branches, 17 (Seventeen) SME Centre/ Branches all over
Bangladesh and 2 (two) booths located at Dhaka Club, Dhaka and at Chittagong Port, Chittagong. Out of the above
102 branches, 05 (five) branches are designated as Islamic Banking Branch complying with the rules of Islamic
Shariah. The Bank has 3 (Three) Off-shore Banking Units (OBU). The Bank went for Initial Public Offering in 1999
and its share is listed with Dhaka Stock Exchange Limited and Chittagong Stock Exchange Limited as a publicly
traded company for its general classes of share.
1.1.1 Principal activities
The principal activities of the Bank are to provide all kinds of commercial banking services to its customers through
its branches and SME centre/ Branches in Bangladesh.
1.1.2 Off-shore Banking Unit
The Bank obtained the Off-shore Banking Unit permission vide letter no. BRPD(P)744(84)/2001-868 dated 19
March 2001. The Bank commenced operation of its one unit from March 15, 2007. Presently The Bank has 3
(Three) Off-shore banking Units (OBU) located at Dhaka EPZ, Chittagong EPZ and Adamjee EPZ. The Off-shore
Banking Units are governed under the rules and guidelines of Bangladesh Bank. The principal activities of the Bank
are to provide all kinds of commercial banking services to its customers through its branches in Bangladesh.
Separate Financial Statements of Off -shore Banking Unit are shown in Annexure-K.
1.2 The Bank has 5 (Five) Subsidiaries details of which are given at note no. 1.2.1-1.2.5.
1.2.1 Prime Exchange Co. Pte. Limited, Singapore
Prime Exchange Co. Pte. Ltd., a fully owned subsidiary company of Prime Bank Limited was incorporated in
Singapore on January 06, 2006 and commenced its remittance business from July 08, 2006 under the remittance
license issued by the Monetary Authority of Singapore (MAS) under section 7A(3) of the Money Changing and
Remittance Business Act (Chapter 187), Singapore. The principal activities of the company are to carry on the
remittance business and to undertake and participate in transactions, activities and operations commonly carried on
or undertaken by remittance and exchange house. Financial Statements of the company are shown in Annexure-O.
1.2.2 Prime Bank Investment Limited
Prime Bank Investment Limited is a subsidiary company of Prime Bank Limited incorporated as a public limited
company on April 27, 2010 with the registrar of Joint Stock Companies, Dhaka vide certificate of incorporation no.C-
84266/10 dated 28 April 2010 which has commenced its business on the same date. There of 29,999,994 shares
(out of 30,000,000 shares) of Prime Bank Investment Limited are held by Prime Bank Limited and only 6 shares are
held by 6 senior executives of Prime Bank Limited and Prime Bank Investment Limited. The main objectives of the
company for which was established are to carry out the business of full-fledged merchant banking activities like
issue management, portfolio management, underwriting, corporate advisory services etc. Securities and Exchange
Commission (SEC) thereafter issued a full fledged merchant banking license in favour of Prime Bank Investment
Ltd, vide letter no. SEC/Reg/MB/SUB/2010/03/208 dated 02 June 2010 with effect from 01 June 2010. Financial
Statements of the company are shown in Annexure-L.
1.2.3 PBL Exchange (UK) Limited
PBL Exchange (UK) Limited was incorporated as a private limited company with Companies House of England and
Wales under registration no. 7081093 dated 19 November 2009. The company is a wholly owned subsidiary of
Prime Bank Limited. The company commenced its operation on 02 August 2010 with three Branches located at
Brick Lane of London, Coventry Road of Birmingham and North Pldham of Manchester. The registered office is
located at 16 Brick Lane, London E1 6RF. Financial Statements of the company are shown in Annexure-N.
1.2.4 Prime Bank Securities Limited
Prime Bank Securities Limited was incorporated on April 29, 2010 as a private limited company under the
Companies Act 1994 vide certificate of incorporation no.C-84302 /10. Prime Bank Securities Limited become
member of Dhaka Stock Exchange Limited and Chittagong Stock Exchange Limited for brokerage transaction vide
Security Exchange Commission certificate no. 3.1/DSE-219/2010/429 dated 16.09.2010 and 3.2/CSE-
141/2010/239 dated 31.08.2010 respectively. PBSL commenced its operation from May 2011. The main objectives
of the company are to carry on business of stock brokers / dealers in relation to shares and securities dealings and
[ 203 ]
other services as mentioned in the Memorandum and Articles of Association of the Company. Prime Bank Limited
and Prime Bank Investment Limited hold 95% and 5% of Prime Bank Securities Limited respectively. Financial
Statements of the company are shown in Annexure-M.
1.2.5 PBL Finance (Hong Kong) Limited
PBL Finance (Hong Kong) Limited, a fully owned subsidiary of Prime Bank Limited. PBL Finance (Hong Kong)
Limited was incorporated with Companies Registries of Hong Kong (Certificate of incorporation no. 1584971 and
Business Registration no. 58197431 both dated April 7, 2011) . PBL Finance (Hong Kong) Limited obtained Money
Lending Licenses (307/2011) issued by Honorable Court of Hong Kong on 28th July 2011. It has commenced its
operation from August 2011 with one branch located at 608, 6/F, Admiralty Centre, Tower-2, 18 Harcourt Road,
Hong Kong. Financial Statements of the company are shown in Annexure-P.
1.3 Significant accounting policies and basis of preparation of financial statements
1.3.1 Basis of accounting
Statement of compliance
The financial statements of the Bank and its subsidiaries (the "Group") are made up to 31 December 2011 and are
prepared under the historical cost basis, except for certain investments which are stated at fair/market value and
freehold land which are measured at revalued amount, in accordance with the First Schedule (Sec-38) of the Bank
Companies Act, 1991, BRPD Circular # 14 dated 25 June, 2003, BRPD Circular # 15 dated 09 November, 2009 and
DFIM Circular # 11, Dated 23rd December 2009, other Bangladesh Bank Circulars, International Accounting
Standards and International Financial Reporting Standards adopted by the Institute of Chartered Accountants of
Bangladesh titled as "BAS" & "BFRS", Companies Act, 1994, the Securities and Exchange Rules 1987, Dhaka &
Chittagong Stock Exchanges' listing regulations and other laws and rules applicable in Bangladesh.
In addition to foregoing directives and standards, the operation of Islamic Banking Branches are accounted for in
accordance with Financial Accounting Standards issued by the Accounting and Auditing Organisation for Islamic
Financial Institutions, Bahrain, and Bangladesh Bank circular no-15, dated November 09, 2009. Aseparate balance
sheet, profit and loss account and a statement of profit paid on deposits are shown in Annexure-G and G(1) and the
figures appearing in the annexure have been incorporated in the related heads of these financial statements as
recommended by the Central Shariah Board for Islamic Banks in Bangladesh.
1.3.2 Basis of consolidation
The consolidated financial statements include the financial statements of Prime Bank Limited, and its subsidiaries
Prime Bank Investment Limited, Prime Bank Securities Limited, Prime Exchange Co. Pte. Ltd., Singapore, PBL
Exchange (UK) Limited and PBL Finance (Hong Kong) Limited made up to the end of the financial year.
The consolidated financial statements have been prepared in accordance with Bangladesh Accounting Standard
27: Consolidated and Separate Financial Statements. The consolidated financial statements are prepared to a
common financial year ending 31 December 2011.
Subsidiary
Subsidiary is that enterprise which is controlled by the Bank. Control exists when the Bank has the power, directly
or indirectly, to govern the financial and operating policies of an enterprise from the date that control commences
until the date that control ceases. The financial statements of subsidiary are included in the consolidated financial
statements from the date that control effectively commences until the date that the control effectively ceases.
Subsidiary companies are consolidated using the purchase method of accounting. The subsidiary Prime Exchange
Co. Pte. Ltd., Singapore, Prime Exchange (UK) Ltd and PBL Finance (Hong Kong) Limited has a common financial
year ending 31 December 2011. The conversion policy of subsidiary companies is given below.
Particulars Price "Prime Exchange Co. "PBL Exchange "PBL Finance
Pte. Ltd. Singapore" (UK) Ltd." (Hong Kong) Ltd."
For assets & liabilities Closing price 63.03650 126.46270 10.53190
For income & expenses Average price 58.86005 118.06235 9.98926
All intra-group transactions, balances, income and expenses are eliminated on consolidation. Profit and loss
resulting from transactions between Group are also eliminated on consolidation.
[ 204 ]
1.3.3 Use of estimates and judgments
In the preparation of the financial statements management required to make judgments, estimates and assumptions
that affect the application of accounting policies and the reported amounts of assets, liabilities, income and
expenses. Actual results may differ from these estimates.
Estimates and underlying assumptions are reviewed on an on going basis. Revisions to accounting estimates are
recognised in the period in which the estimate is revised and in any future periods affected.
The most critical estimates and judgments are applied to calculate provision for loans, advances and investments.
1.3.4 Foreign currency transaction
a) Foreign currency
Items included in the financial statements of each entity in the group are measured using the currency of the primary
economic environment in which the entity operates, i e. the functional currency. The financial statements of the
group and the Bank are presented in Taka which is the Bank's functional and presentation currency.
b) Foreign currencies translation
Foreign currency transactions are converted into equivalent Taka using the ruling exchange rates on the dates of
respective transactions as per BAS-21" The Effects of Changes in Foreign Exchange Rates". Foreign currency
balances held in US Dollar are converted into Taka at weighted average rate of inter-bank market as determined by
Bangladesh Bank on the closing date of every month. Balances held in foreign currencies other than US Dollar are
converted into equivalent US Dollar at buying rates of New York closing of the previous day and converted into Taka
equivalent.
Assets and liabilities & income and expenses of Off-shore Banking Units have been converted into Taka currency
@US$1 = Taka 81.85290 (closing rate as at 31st December 2011) and Tk.76.30130 (average rate which represents
the year end).
c) Commitments
Commitments for outstanding forward foreign exchange contracts disclosed in these financial statements are
translated at contracted rates. Contingent liabilities / commitments for letters of credit and letters of guarantee
denominated in foreign currencies are expressed in Taka terms at the rates of exchange ruling on the balance sheet
date.
d) Translation gains and losses
The resulting exchange transaction gains and losses are included in the profit and loss account, except those
arising on the translation of net investment in foreign subsidiary.
e) Foreign operations
The results and financial position of the Group's operations whose functional currency is not Bangladeshi Taka are
translated into Bangladeshi Taka as follows:
i) Assets and liabilities are translated at the exchange rate ruling at the balance sheet date;
ii) Income and expenses in the income statement are translated at an average rate approximating the exchange
rates at the year end;
iii) Resulting exchange differences are recognized as a separate component of equity.
iv) As per BAS 21 Foreign Currency Transactions, foreign currency denominated non-monetary items of the
OBUs are translated at historical rate, as the OBUs are considered as an integral part of the Banks operation
not a foreign operation due to specific regulations governing the OBU and its unique nature.
f) Consolidation of Financial Statements of foreign operations
Consolidation, foreign exchange differences arising from the translation of net investments in foreign entities, as well
as any borrowings are taken into capital reserve. When a foreign operation is disposed of, such currency translation
differences are recognized in the income statement as part of the gain or loss on disposal.
[ 205 ]
1.3.5 Statement of cash flows
Statement of cash flows have been prepared in accordance with the Bangladesh Accounting Standard-7 "
Statement of Cash Flows" under direct method as recommended in the BRPD Circular No. 14, dated June 25, 2003
issued by the Banking Regulation & Policy Department of Bangladesh Bank.
1.3.6 Liquidity statement
The liquidity statement of assets and liabilities as on the reporting date has been prepared on residual maturity term
as per the following basis (Annexure-I):
i) Balance with other Banks and financial institutions, money at call and short notice, etc. are on the basis of their
maturity term;
ii) Investments are on the basis of their respective maturity;
iii) Loans and advances / investments are on the basis of their repayment schedule;
iv) Fixed assets are on the basis of their useful lives;
v) Other assets are on the basis of their realization / amortization;
vi) Borrowing from other Banks, financial institutions and agents, etc. are as per their maturity / repayment terms;
vii) Deposits and other accounts are on the basis of their maturity term and past trend of withdrawal by the
depositors;
viii) Provisions and other liabilities are on the basis of their payment / adjustments schedule.
1.3.7 Reporting period
These financial statements cover one calendar year from 1 January to 31 December 2011.
1.3.8 Offsetting
Financial assets and financial liabilities are offset and the net amount reported in the balance sheet when there is
a legally enforceable right to offset the recognised amounts and there is an intention to settle on a net basis, or
realise the asset and settle the liability simultaneously. (note-9a, 13a.1, 24a.1)
1.3.9 Restatement
"In order to comply with the Bangladesh Bank requirement, the Off-shore Banking Unit (OBU) maintains separate
financial statements in US Dollar currency and submits its report to Bangladesh Bank separately from the Bank's
financial statements. Furthermore, many clauses of The Bank Company Act 1991 are not applicable for the OBU
as per permission order # BRPD (P) 744(84)/2001-868 Dated 19-03-01. Therefore, until 31 December 2010, the
financial position and financial results of the OBUs were not included with the stand alone Prime Bank Limited's
financial statements, rather these were consolidated within the Group's financial statements. However, with the
implementation of Bangladesh Bank's guideline on Basel II Capital Adequacy Framework, all the Banks are required
to incorporate the OBU operations with the Bank on SOLO basis. As a result, relevant figures of the year 2010
have been restated to reflect the inclusion of OBU results with the Banks stand alone financial statements. The
consolidated financial statements of the Bank are not impacted by these changes.
1.4 Assets and basis of their valuation
1.4.1 Cash and cash equivalents
Cash and cash equivalents include notes and coins on hand, unrestricted balances held with Bangladesh Bank and
highly liquid financial assets which are subject to insignificant risk of changes in their fair value, and are used by the
Bank management for its short-term commitments.
1.4.2 Loans, advances and lease / investments
a) Loans and advances are stated in the balance sheet on gross basis.
b) Interest / profit is calculated on a daily product basis but charged and accounted for on accrual basis. Interest
/ profit on classified loans and advances / investments is kept in suspense account as per Bangladesh Bank
instructions and such interest / profit is not accounted for as income until realised from borrowers [please refer
note - 7a.10 (x)]. Interest / profit is not charged on bad and loss loans / investments as per guidelines of
Bangladesh Bank. Records of such interest amounts are kept in separate memorandum accounts.
[ 206 ]
c) Commission and discounts on bills purchased and discounted are recognized at the time of realization.
d) Provision for loans and advances / investments is made on the basis of year-end review by the management
following instructions contained in Bangladesh Bank BCD Circular no. 34 dated 16 November 1989, BCD
Circular no. 20 dated 27 December 1994, BCD Circular no. 12 dated 4 September 1995, BRPD Circular no.
16 dated 6 December 1998, BRPD Circular no. 9 dated 14 May 2001, BRPD Circular no.02 of February 2005,
BRPD Circular no. 09 of August 2005 ,BRPD Circular no. 17 dated 06 December 2005 and BRPD circular
no.32 dated 27 October 2010. The provision rates are given below:
Particulars Rate
General provision on unclassified general loans and advances / investments 1%
General provision on unclassified small enterprise financing 1%
General provision on interest receivable on loans / investments 1%
General provision on unclassified loans / investments for housing 2%
finance, loans for professionals to set-up business and loans to share business
General provision on unclassified consumer financing other than housing finance,
loan for professionals and loans to share business 5%
General provision on special mention account 5%
Specific provision on substandard loans and advances / investments 20%
Specific provision on doubtful loans and advances / investments 50%
Specific provision on bad / loss loans and advances / investments 100%
e) Loans and advances / investments are written off to the extent that (i) there is no realistic prospect of recovery,
(ii) and against which legal cases are pending for more than five years as per guidelines of Bangladesh Bank.
These write off however will not undermine / affect the claim amount against the borrower. Detailed
memorandum records for all such write off accounts are meticulously maintained and followed up.
f) Amounts receivable on credit cards are included in advances to customers at the amounts expected to be
recovered.
1.4.3 Investments
All investment securities are initially recognised at cost, being fair value of the consideration given, including
acquisition charges associated with the investment. Premiums are amortized and discounts accredited, using the
effective yield method and are taken to discount income. The valuation method of investments used are:
Held to maturity (HTM)
Investments which have 'fixed or determinable payments', and are intended to be 'held to maturity', other than those
that meet the definition of 'held at amortized cost-others' are classified as held to maturity. Investment (HTM)-
BHBFC is shown in the financial statements at cost price.
Held for trading (HFT)
Investments classified in this category are acquired principally for the purpose of selling or repurchasing -in short-
trading or if designated as such by the management. After initial recognition, investments are measured at fair value
and any change in the fair value is recognised in the statement of income for the period in which it arises. These
investments are subsequently revalued at current market value on weekly basis as per Bangladesh Bank Guideline.
Revaluation gain has been shown in revaluation reserve account & revaluation loss has been shown in Profit & Loss
account.
[ 207 ]
Value of investments has been enumerated as follows :
Items Applicable accounting value
Government treasury bills-HTM Amortized value
Government treasury bills-HFT Market value
Government treasury bonds-HTM Amortized value
Government treasury bonds-HFT Market value
Prize bond At cost
BHBFCs-debenture At cost
Investment in listed securities
These securities are bought and held primarily for the purpose of selling them in future or hold for dividend income.
These are reported at cost. Unrealized gains are not recognized in the profit and loss account. But provision for
diminution in value of investment is provided in the financial statements which market price is below the cost price
of investment as per Bangladesh Bank guideline (note-13a).
Investment in unquoted securities
Investment in unlisted securities is reported at cost under cost method. Adjustment is given for any shortage of book
value over cost for determining the carrying amount of investment in unlisted securities.
Investments in subsidiary
Investment in subsidiaries is accounted for under the cost method of accounting in the Bank's financial statements
in accordance with the Bangladesh Accounting Standard no-28. Accordingly, investments in subsidiaries are stated
in the Bank's balance sheet at cost, less impairment losses if any.
1.4.4 Property, plant and equipment
Property, plant & equipment are recognized if it is probable that future economic benefits associated with the assets
will flow to the Bank and the cost of the assets can be reliably measured.
a) All fixed assets are stated at cost less accumulated depreciation as per BAS-16 " Property, Plant and
Equipment". The cost of acquisition of an asset comprises its purchase price and any directly attributable cost
of bringing the asset to its working condition for its intended use inclusive of inward freight, duties and non-
refundable taxes.
b) The Bank recognises in the carrying amount of an item of property, plant and equipment the cost of replacing
part of such an item when that cost is incurred if it is probable that the future economic benefits embodied with
the item will flow to the company and the cost of the item can be measured reliably. Expenditure incurred after
the assets have been put into operation, such as repairs and maintenance, is normally charged off as revenue
expenditure in the period in which it is incurred.
c) Depreciation is charged for the year at the following rates on reducing balance method on all fixed assets other
than vehicles, software and all fixed assets of ATM related on which straight line depreciation method is
followed and no depreciation is charged on land:
Category of fixed assets Rate
Land Nil
Building 2.50%
Furniture and fixtures 10%
Office equipment 20%
Library books 20%
Vehicles (straight line) 20%
Category of fixed assets (ATM Assets) Rate
Furniture and fixtures (straight line) 10%
Office equipment (straight line) 20%
[ 206 ]
c) Commission and discounts on bills purchased and discounted are recognized at the time of realization.
d) Provision for loans and advances / investments is made on the basis of year-end review by the management
following instructions contained in Bangladesh Bank BCD Circular no. 34 dated 16 November 1989, BCD
Circular no. 20 dated 27 December 1994, BCD Circular no. 12 dated 4 September 1995, BRPD Circular no.
16 dated 6 December 1998, BRPD Circular no. 9 dated 14 May 2001, BRPD Circular no.02 of February 2005,
BRPD Circular no. 09 of August 2005 ,BRPD Circular no. 17 dated 06 December 2005 and BRPD circular
no.32 dated 27 October 2010. The provision rates are given below:
Particulars Rate
General provision on unclassified general loans and advances / investments 1%
General provision on unclassified small enterprise financing 1%
General provision on interest receivable on loans / investments 1%
General provision on unclassified loans / investments for housing 2%
finance, loans for professionals to set-up business and loans to share business
General provision on unclassified consumer financing other than housing finance,
loan for professionals and loans to share business 5%
General provision on special mention account 5%
Specific provision on substandard loans and advances / investments 20%
Specific provision on doubtful loans and advances / investments 50%
Specific provision on bad / loss loans and advances / investments 100%
e) Loans and advances / investments are written off to the extent that (i) there is no realistic prospect of recovery,
(ii) and against which legal cases are pending for more than five years as per guidelines of Bangladesh Bank.
These write off however will not undermine / affect the claim amount against the borrower. Detailed
memorandum records for all such write off accounts are meticulously maintained and followed up.
f) Amounts receivable on credit cards are included in advances to customers at the amounts expected to be
recovered.
1.4.3 Investments
All investment securities are initially recognised at cost, being fair value of the consideration given, including
acquisition charges associated with the investment. Premiums are amortized and discounts accredited, using the
effective yield method and are taken to discount income. The valuation method of investments used are:
Held to maturity (HTM)
Investments which have 'fixed or determinable payments', and are intended to be 'held to maturity', other than those
that meet the definition of 'held at amortized cost-others' are classified as held to maturity. Investment (HTM)-
BHBFC is shown in the financial statements at cost price.
Held for trading (HFT)
Investments classified in this category are acquired principally for the purpose of selling or repurchasing -in short-
trading or if designated as such by the management. After initial recognition, investments are measured at fair value
and any change in the fair value is recognised in the statement of income for the period in which it arises. These
investments are subsequently revalued at current market value on weekly basis as per Bangladesh Bank Guideline.
Revaluation gain has been shown in revaluation reserve account & revaluation loss has been shown in Profit & Loss
account.
[ 207 ]
Value of investments has been enumerated as follows :
Items Applicable accounting value
Government treasury bills-HTM Amortized value
Government treasury bills-HFT Market value
Government treasury bonds-HTM Amortized value
Government treasury bonds-HFT Market value
Prize bond At cost
BHBFCs-debenture At cost
Investment in listed securities
These securities are bought and held primarily for the purpose of selling them in future or hold for dividend income.
These are reported at cost. Unrealized gains are not recognized in the profit and loss account. But provision for
diminution in value of investment is provided in the financial statements which market price is below the cost price
of investment as per Bangladesh Bank guideline (note-13a).
Investment in unquoted securities
Investment in unlisted securities is reported at cost under cost method. Adjustment is given for any shortage of book
value over cost for determining the carrying amount of investment in unlisted securities.
Investments in subsidiary
Investment in subsidiaries is accounted for under the cost method of accounting in the Bank's financial statements
in accordance with the Bangladesh Accounting Standard no-28. Accordingly, investments in subsidiaries are stated
in the Bank's balance sheet at cost, less impairment losses if any.
1.4.4 Property, plant and equipment
Property, plant & equipment are recognized if it is probable that future economic benefits associated with the assets
will flow to the Bank and the cost of the assets can be reliably measured.
of bringing the asset to its working condition for its intended use inclusive of inward freight, duties and non-
refundable taxes.
b) The Bank recognises in the carrying amount of an item of property, plant and equipment the cost of replacing
part of such an item when that cost is incurred if it is probable that the future economic benefits embodied with
the item will flow to the company and the cost of the item can be measured reliably. Expenditure incurred after
the assets have been put into operation, such as repairs and maintenance, is normally charged off as revenue
expenditure in the period in which it is incurred.
c) Depreciation is charged for the year at the following rates on reducing balance method on all fixed assets other
than vehicles, software and all fixed assets of ATM related on which straight line depreciation method is
followed and no depreciation is charged on land:
Land Nil
Building 2.50%
Library books 20%
Vehicles (straight line) 20%
Category of fixed assets (ATM Assets) Rate
Furniture and fixtures (straight line) 10%
Office equipment (straight line) 20%
[ 208 ]
d) For additions during the year, depreciation is charged for the remaining days of the year and for disposal
depreciation is charged up to the date of disposal.
e) On disposal of fixed assets, the cost and accumulated depreciation are eliminated from the fixed assets
schedule and gain or loss on such disposal is reflected in the income statement, which is determined with
reference to the net book value of the assets and net sale proceeds.
f) Borrowing costs that are directly attributable to the acquisition, construction or production of a qualifying asset
have been capitalized as part of the cost of the asset as per BAS-23.
g) Leasehold properties are recorded at present value of minimum lease payments or fair market value,
whichever is lower as per the provisions of BAS-17. The carrying value of leasehold properties is amortized
over the remaining lease term or useful of leasehold property, whichever is lower.
1.4.5 Intangible assets
a) An intangible asset is recognized if it is probable that the future economic benefits that are attributable to the
asset will flow to the entity and the cost of the assets can be measured reliably.
b) Software represents the value of computer application software licensed for use of the Bank, other than
software applied to the operation software system of computers. Intangible assets are carried at its cost, less
accumulated amortization and any impairment losses.
Initial cost comprises license fees paid at the time of purchase and other directly attributable expenditure that
are incurred in customizing the software for its intended use.
c) Expenditure incurred on software is capitalized only when it enhances and extends the economic benefits of
computer software beyond their original specifications and lives and such cost is recognized as capital
improvement and added to the original cost of software.
d) Software is amortized using the straight line method over the estimated useful life of 10 (ten) years
commencing from the date of the application software is available for use over the best estimate of its useful
economic life.
1.4.6 Impairment of Assets:
The policy for all assets or cash-generating units for the purpose of assessing such assets for impairment is as
follows:
The Bank assesses at the end of each reporting period or more frequently if events or changes in circumstances
indicate that the carrying value of an asset may be impaired, whether there is any indication that an asset may be
impaired. If any such indication exits, or when an annual impairment testing for an asset is required, the bank makes
an estimate of the assets recoverable amount. When the carrying amount of an asset or cash-generating unit
exceeds its recoverable amount, the asset or cash-generating unit is considered impaired and is written down to its
recoverable amount by debiting to profit & loss account.
Fixed assets are reviewed for impairment whenever events or charges in circumstances indicate that the carrying
amount of an asset may be impaired.
1.4.7 Investment properties
a) Investment property is held to earn rentals or for capital appreciation or both and the future economic benefits
that are associated with the investment property but not sale in the ordinary course of business.
b) Investment property is accounted for under cost model in the financial statements. Accordingly, after
recognition as an asset, the property is carried at its cost, less accumulated depreciation and impairment loss.
c) Depreciation is provided on a reducing basis over the estimated life of the class of asset from the date of
purchase up to the date of disposal.
1.4.8 Other assets
Other assets include all balance sheet accounts not covered specifically in other areas of the supervisory activity
and such accounts may be quite insignificant in the overall financial condition of the Bank.
1.4.9 Securities purchased under re-sale agreement
Securities purchased under re-sale agreements are treated as collateralised lending and recorded at the
consideration paid and interest accrued thereon. The amount lent is shown as an asset either as loans and
advances to customers or loans to other banks.
[ 209 ]
The difference between purchase price and re-sale price is treated as interest received and accrued evenly over
the life of Repo agreement.
1.4.10 Receivables
Receivables are recognised when there is a contractual right to receive cash or another financial asset from another
entity.
1.4.11 Inventories
Inventories measured at the lower of cost and net realizable value.
1.4.12 Leasing
Leases are classified as finance leases whenever the 'terms of the lease' transfer substantially all the risks and
rewards of ownership to the lessee as per BAS-17 " Leases". All other leases are classified as operating leases as
per BAS-17 "Leases".
The Bank as lessor
Amount due from lessees under finance leases are recorded as receivables at the amount of the Bank's net
investment in the leases (note-7a.3). Finance lease income is allocated to accounting periods so as to reflect a
constant periodic rate of return on the bank's net investment outstanding in respect of the leases.
The Bank as lessee
Assets held under finance leases are recognised as assets of the Bank at their fair value at the date of acquisition
or, if lower, at the present value of the minimum lease payments (note-9a). The corresponding liability to the lessor
is included in the balance sheet as a finance lease obligation (note-13a.9). Lease payments are apportioned
between finance charges and reduction of the lease obligation so as to achieve a constant rate of interest on the
remaining balance of the liability. Finance charges are charged directly against income.
Assets held under finance leases are depreciated over their expected useful lives on the same basis as owned
assets.
1.4.13 Non-banking assets:
There are no assets acquired in exchange for loan during the period of financial statements.
1.4.14 Reconciliation of inter-bank and inter-branch account
Accounts with regard to inter-bank (in Bangladesh and outside Bangladesh) are reconciled regularly and there are
no material differences which may affect the financial statements significantly.
Un-reconciled entries / balances in the case of inter-branch transactions as on the reporting date are not material.
1.5 Share capital
Ordinary shares are classified as equity when there is no contractual obligation to transfer cash or other financial
assets.
1.6 Statutory reserve
Bank Companies Act, 1991 requires the Bank to transfer 20% of its current year's profit before tax to reserve until
such reserve equals to its paid up capital.
1.7 Revaluation reserve
When an asset's carrying amount is increased as a result of a revaluation , the increase amount should be credited
directly to equity under the heading of revaluation surplus / reserve as per BAS-16: Property, Plant and Equipment.
The Bank revalued the assets of land and buildings during the year 2008 which are absolutely owned by the Bank
and the increase amount transferred to revaluation reserve. The tax effects on revaluation gain are measured and
recognised in the financial statements as per BAS-12: Income Taxes.
1.7.1 Minority interest in subsidiaries
Minority interest in business is an accounting concept that refers to the portion of a subsidiary corporation's stock
that is not owned by the parent corporation. The magnitude of the minority interest in the subsidiary company is
always less than 50% of outstanding shares, else the corporation would cease to be a subsidiary of the parent.
[ 210 ]
Minority interest belongs to other investors and is reported on the consolidated balance sheet of the owning
company to reflect the claim on assets belonging to other, non-controlling shareholders. Also, minority interest is
reported on the consolidated income statement as a share of profit belonging to minority shareholders.
1.7.2 Prime bank sub-ordinated bond
Prime Bank issued unsecured non-convertible sub-ordinated bond on 07 February 2010 after obtained approval
from Bangladesh Bank and Securities and Exchange Commission vide their letter # BRPD (BIC) 661 / 14B (P)
/2009-319, dated 31 December 2009 and SEC / CI / CPLC-205 / 09 / 282, dated December 23, 2009 respectively.
The Subordinated Bond is counted towards Tier- II capital of the Bank. The interest rate is 11.50% per annum.
Repayment of this bond will start after six years from the issue date.
1.7.3 Share premium
Share premium is the capital that the Bank raises upon issuing shares that is in excess of the nominal value of the
shares. The share premium may be applied by the Bank in paying up unissued shares to be allotted to members
as fully paid bonus shares or writing-off the preliminary expenses of the Bank or the expenses of or the commission
paid or discount allowed on, any issue of shares or debentures of the Bank or in providing for the premium payable
on the redemption of any redeemable preference shares or of any debentures of the Bank. Share premium was
shown in accounts after deduction of income tax @3% on share premium as per finance Act-2010.
1.8 Deposits and other accounts
Deposits by customers and banks are recognised when the Bank enters into contractual provisions of the
arrangements with the counterparties, which is generally on trade date, and initially measured at the consideration
received.
1.9 Borrowings from other banks, financial institutions and agents
Borrowed funds include call money deposits, borrowings, re-finance borrowings and other term borrowings from
banks. These are stated in the balance sheet at amounts payable. Interest paid / payable on these borrowings is
charged to the profit & loss account.
Disclosures of borrowings against Repo are shown in notes- 6a.8 to 6a.9 and 45
1.10 Basis for valuation of liabilities and provisions
1.10.1 Provision for current taxation
Provision for current income tax has been made as per prescribed rate in the Finance Ordinance, 2011 on the
accounting profit made by the Bank after considering some of the add backs to income and disallowances of
expenditure as per income tax laws in compliance with BAS-12 " Income Taxes".
1.10.2 Provision for deferred taxation
Deferred tax liabilities are the amount of income taxes payable in future periods in respect of taxable temporary
differences. Deferred tax assets are the amount of income taxes recoverable in future periods in respect of
deductible temporary differences. Deferred tax assets and liabilities are recognised for the future tax consequences
of timing differences arising between the carrying values of assets, liabilities, income and expenditure and their
respective tax bases. Deferred tax assets and liabilities are measured using tax rates and tax laws that have been
enacted or substantially enacted at the balance sheet date. The impact on the account of changes in the deferred
tax assets and liabilities has also been recognised in the profit and loss account as per BAS-12 "Income Taxes".
1.10.3 Benefits to the employees
The retirement benefits accrued for the employees of the Bank as on reporting date have been accounted for in
accordance with the provisions of Bangladesh Accounting Standard-19, "Employee Benefit". Bases of enumerating
the retirement benefit schemes operated by the Bank are outlined below:
a) Provident fund
Provident fund benefits are given to the permanent employees of the Bank in accordance with Bank's service rules.
Accordingly a trust deed and provident fund rules were prepared. The Commissioner of Income Tax, Taxes Zone -
5, Dhaka has approved the Provident Fund as a recognized provident fund within the meaning of section 2(52), read
with the provisions of part - B of the First Schedule of Income Tax Ordinance 1984. The recognition took effect from
[ 211 ]
07 July 1997. The Fund is operated by a Board of Trustees consisting six members (03 members from management
and other 03 members from the Board of Directors) of the Bank. All confirmed employees of the Bank are
contributing 10% of their basic salary as subscription to the Fund. The Bank also contributes equal amount of the
employees' contribution. Interest earned from the investments is credited to the members' account on yearly basis.
b) Gratuity fund
The Bank operates an unfunded gratuity scheme on "Closed Plan Basis", in respect of which provision is made
annually covering all its permanent eligible employees. Actuarial valuation of gratuity scheme has been made to
assess the adequacy of the liabilities provided for the scheme as per BAS-19 " Employee Benefits".
c) Welfare fund
Prime Bank's employees' welfare fund is subscribed by monthly contribution of the employees. The Bank also
contributes to the Fund from time to time. The Fund has been established to provide medical support and coverage
in the event of accidental death or permanent disabilities of the employees. Disbursement of loan from the fund is
done as per rules for employees' welfare fund. retirement benefit are also provided from this fund.
d) Incentive bonus
10% of net profit after tax is given to the employees in every year as incentive bonus. This bonus amount is being
distributed among the employees based on their performance. The bonus amount is paid annually, normally first
quarter of every following year and the costs are accounted for in the period to which it relates.
1.10.4 Provision for liabilities
A provision is recognised in the balance sheet when the Bank has a legal or constructive obligation as a result of a
past event and it is probable that an outflow of economic benefit will be required to settle the obligations, in
accordance with the BAS 37 "Provisions, Contingent Liabilities and Contingent Assets".
1.10.5 Provision for Off-balance sheet exposures
Off-balance sheet items have been disclosed under contingent liabilities and other commitments as per Bangladesh
Bank guidelines. As per BRPD Circular # 10, dated September 18, 2007, banks are advised to maintain provision
@1% against off-balance sheet exposures (L/C and Guarantee) in addition to the existing provisioning
arrangement.
1.10.6 Provision for nostro accounts
As per instructions contained in the circular letter no. FEPD (FEMO) / 01 / 2005-677 dated 13 September 2005
issued by Foreign Exchange Policy Department of Bangladesh Bank, provision is to be maintained the un-
reconciled debit balance of nostro account over more than 3 months as on the reporting date in these financials.
Since there is no unreconciled entries which are outstanding more than 3 months provision has not been made.
1.11 Revenue recognition
1.11.1 Interest income
In terms of the provisions of the BAS-18 "Revenue", the interest income is recognised on accrual basis. Interest on
loans and advances ceases to be taken into income when such advances are classified. It is then kept in interest
suspense. After the loans / investments is classified as bad, interest / profit ceases to apply and recorded in a
memorandum account. Interest/Profit on classified advances/investment is accounted for on a cash receipt basis.
1.11.2 Profit on investment (Islamic Banking Branches)
Mark-up on investment is taken into income account proportionately from profit receivable account. Overdue
charge/ compensation on classified investments is transferred to profit suspense account instead of income
account.
1.11.3 Investment income
Interest income on investments is recognised on accrual basis. Capital gain on investments in shares is also
included in investment income. Capital gain is recognised when it is realised.
[ 212 ]
1.11.4 Fees and commission income
Fees and commission income arising on services provided by the Bank are recognised on a cash basis.
Commission charged to customers on letters of credit and letters of guarantee is credited to income at the time of
effecting the transactions.
1.11.5 Dividend income on shares
Dividend income on shares is recognised during the period in which it is declared and ascertained.
1.11.6 Interest paid and other expenses (Conventional Banking Branches)
In terms of the provisions of BAS-1 "Presentation of Financial Statements" interest and other expenses are
recognised on accrual basis.
1.11.7 Profit paid on deposits (Islamic Banking Branches)
Profit paid to mudaraba depositors is recognised on accrual basis as per provisional rate. However, the final profit
is determined and to be paid to the depositors as per Annexure-F.
1.11.8 Dividend payments
Interim dividend is recognised when they are paid to shareholders. Final dividend is recognized when it is approved
by the shareholders.
The proposed dividend for the year 2011 has not been recognized as a liability in the balance sheet in accordance
with the BAS-10 : Events After the Reporting Period.
Dividend payable to the Bank's shareholders is recognized as a liability and deducted from the shareholders' equity
in the period in which the shareholders' right to receive payment is established.
1.12 Risk management
The risk of Prime Bank Limited is defined as the possibility of losses, financial or otherwise. The risk management
of the Bank covers core risk areas of banking viz. credit risk, liquidity risk, market risk that includes foreign exchange
risk, interest rate risk, equity risk, operational risk and reputation risk arising from money laundering incidences. The
prime objective of the risk management is that the Bank evaluates and takes well calculative business risks and
thereby safeguards the Banks capital, its financial resources and profitability from various business risks through
its own measures and through implementing Bangladesh Bank's guidelines and following some of the best practices
as under:
1.12.1 Credit risk
It arises mainly from lending, trade finance, leasing and treasury businesses. This can be described as potential
loss arising from the failure of a counter party to perform as per contractual agreement with the Bank. The failure
may result from unwillingness of the counter party or decline in his / her financial condition. Therefore, the Banks
credit risk management activities have been designed to address all these issues.
The Bank has segregated duties of the officers / executives involved in credit related activities. Aseparate Corporate
Division has been formed at Head Office which is entrusted with the duties of maintaining effective relationship with
the customers, marketing of credit products, exploring new business opportunities, etc. Moreover, credit approval,
administration, monitoring and recovery functions have been segregated. For this purpose, three separate units
have been formed within the credit division. These are (a) Credit Risk Management Unit (b) Credit Administration
Unit and (c) Credit Monitoring and Recovery Unit. Credit Risk Management Unit is entrusted with the duties of
maintaining asset quality, assessing risk in lending to a particular customer, sanctioning credit, formulating policy /
strategy for lending operation, etc. Adequate provision has been made on classified loans / investments is shown
in note-13a.3.
A thorough assessment is done before sanction of any credit facility at Credit Risk Management Unit. The risk
assessment includes borrower risk analysis, financial analysis, industry analysis, historical performance of the
customer, security of the proposed credit facility, etc. The assessment process at Head Office starts at Corporate
Division by the Relationship Manager / Officer and ends at Credit Risk Management Unit when it is approved /
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declined by the competent authority. Credit approval authority has been delegated to the individual executives.
Proposals beyond their delegation are approved / declined by the Executive Committee and / or the Management
of the Bank. Concentration of credit risk is shown in note -7a. 5.
In determining Single borrower / Large loan limit, the instructions of Bangladesh Bank are strictly followed. Internal
audit is conducted at periodical intervals to ensure compliance of Banks and Regulatory polices. Loans are
classified as per Bangladesh Banks guidelines. Concentration of single borrower / large loan limit is shown in
note-7a.9.
1.12.2 Liquidity risk
The object of liquidity risk management is to ensure that all foreseeable funding commitments and deposit
withdrawals can be met when due. To this end, the Bank is maintaining a diversified and stable funding base
comprising of core retail and corporate deposits and institutional balance (note - 12a). Management of liquidity and
funding is carried out by Treasury Department under approved policy guidelines. Treasury front office is supported
by a very structured Mid office and Back office. The Liquidity management is monitored by Asset Liability Committee
(ALCO) on a regular basis. A written contingency plan is in place to manage extreme situation.
1.12.3 Market risk
The exposure of market risk of the Bank is restricted to foreign exchange risk, interest rate risk and equity risk.
Foreign exchange risk
Foreign exchange risk is defined as the potential change in earnings due to change in market prices. The foreign
exchange risk of the Bank is minimal as all the transactions are carried out on behalf of the customers against
underlying L/C commitments and other remittance requirements. No foreign exchange dealing on Bank's account
was conducted during the year.
Treasury Department independently conducts the transactions and the back office of treasury is responsible for
verification of the deals and passing of their entries in the books of account. All foreign exchange transactions are
revalued at Mark-to-Market rate as determined by Bangladesh Bank at the month-end. All Nostro accounts are
reconciled on a monthly basis and outstanding entry beyond 30 days is reviewed by the management for its
settlement. The position maintained by the bank at the end of day was within the stipulated limit prescribed by the
Bangladesh Bank.
Interest rate risk
Interest rate risk may arise either from trading portfolio or non-trading portfolio. The trading portfolio of the Bank
consists of Government treasury bills of 28 days maturity. The short-term movement in interest rate is negligible or
nil. Interest rate risk of non-trading business arises from mismatches between the future yield of an asset and its
funding cost. Asset Liability Committee (ALCO) monitors the interest rate movement on a regular basis.
Equity risk
Equity risk arises from movement in market value of equities held. The risks are monitored by Investment
Committee under a well designed policy framework. The market value of equities held was however higher than the
cost price at the balance sheet date. (Annexure-B)
1.12.4 Reputation risk arising from money laundering incidences
Money laundering risk is defined as the loss of reputation and expenses incurred as penalty for being negligent in
prevention of money laundering. For mitigating the risks, the Bank has a designated Chief Compliance Officer at
Head Office and Compliance Officers at branches, who independently review the transactions of the accounts to
verify suspicious transactions. Manuals for prevention of money laundering have been established and Transaction
profile has been introduced. Training is continuously given to all the category of Officers and Executives for
developing awareness and skill for identifying suspicious activities / transactions.
1.12.5 Operational risk
Operational risk may arise from error and fraud due to lack of internal control and compliance. Management through
Internal Control and Compliance Division controls operational procedure of the Bank. Internal Control and
Compliance Division undertakes periodical and special audit of the branches and departments at the Head Office
[ 214 ]
for review of the operation and compliance of statutory requirements. The Audit Committee of the Board
subsequently reviews the reports of the Internal Control and Compliance Division.
1.13 Earnings per share
Basic earnings per share
Basic earnings per share has been calculated in accordance with BAS 33 "Earnings per Share" which has been
shown on the face of the profit and loss account. This has been calculated by dividing the basic earnings by the
weighted average number of ordinary shares outstanding during the year.
The bonus shares issued during the year 2011 were treated as if they had been issued in previous year also
(declared for 2010 result). Hence, in computing the basic earnings per share of 2010, the total number of shares
including the said bonus shares has been considered as the weighted average no. of shares outstanding during the
year 2010 as per BAS 33 "Earnings per Share".
Diluted earnings per share
No diluted earnings per share is required to be calculated for the year as there was no scope for dilution during the
year under review.
1.14 Events after the reporting period
Where necessary, all the material events after the reporting period have been considered and appropriate
adjustment / disclosures have been made in the financial statements.
1.15 Directors' responsibility on statement
The Board of Directors takes the responsibility for the preparation and presentation of these financial statements.
1.16 Memorandum items
Memorandum items are maintained to have control over all items of importance and for such transactions where
the Bank has only a business responsibility and no legal commitment. Bills for collection, Stock of travelers cheques,
savings certificates, wage earners bonds and other fall under the memorandum items. However, Bills for Collection
is shown under contingent liabilities as per Bangladesh Bank's format of reporting.
1.17 Related party transaction
Related party transaction is a transfer of resources, services or obligation between related parties, regardless of
whether a price is charged. Detail of related parties transaction are given in note-47.
1.18 Information about business and geographical segments
Segmental information is presented in respect of the Group's business and of Prime Bank Limited.
Business segments
Business segments report consists of products and services whose risks and returns are different from those of
other business segments. These segments comprise Conventional Banking including Off-shore Banking Units,
Islamic Banking, Prime Bank Investment Limited and Prime Bank Securities Limited. Business segments report are
shown in Annexure-H.
Geographical segments
Geographical segments report consists of products and services within a particular economic environment where
risks and returns are different from those of other economic environments. These segments comprise of Prime
Bank Limited, Off-shore Banking Units, Prime Bank Investment limited, Prime Bank Securities Limited, Prime
Exchange Co. Pte. Ltd, Singapore, PBL Exchange (UK) Company Ltd. and PBL Finance (Hong Kong) Limited.
Geographical segments report are shown in Annexure-H.
Inter-segment transactions are generally based on inter-branch fund transfer measures as determined by the
management. Income, expenses, assets and liabilities are specifically identified with individual segments. Based on
such allocation, segmental balance sheet as on 31 December 2011 and segmental profit and loss account for the
year ended 31 December 2011 have been prepared.
[ 215 ]
1.19 Compliance report on Bangladesh Accounting Standards (BAS) and Bangladesh Financial Reporting Standards (BFRS)
The Institute of Chartered Accountants of Bangladesh (ICAB) is the sole authority for adoption of International Accounting
Standards (IAS) and International Financial Reporting Standards (IFRS). While preparing the financial statements, Prime Bank
applied all the applicable of IAS and IFRS as adopted by ICAB. Details are given below:
Name of the BAS BAS no Status
Presentation of Financial Statements 1 Applied *
Inventories 2 Applied
Statement of Cash Flows 7 Applied
Accounting Policies, Changes in Accounting Estimates and Errors 8 Applied
Events after the reporting period 10 Applied
Construction Contracts 11 N/A
Income Taxes 12 Applied
Property, Plant and Equipment 16 Applied
Leases 17 Applied
Revenue 18 Applied
Employee Benefits 19 Applied
Accounting for Government Grants and Disclosure of Government Assistance 20 N/A
The Effects of Changes in Foreign Exchange Rates 21 Applied
Borrowing Costs 23 Applied
Related Party Disclosures 24 Applied
Accounting and Reporting by Retirement Benefit Plans 26 N/A **
Consolidated and Separate Financial Statements 27 Applied
Investments in Associates 28 Applied
Interests in Joint Ventures 31 N/A
Financial Instruments: Presentation 32 Applied *
Earnings per share 33 Applied
Interim Financial Reporting 34 Applied***
Impairment of Assets 36 Applied
Provisions, Contingent Liabilities and Contingent Assets 37 Applied
Intangible Assets 38 Applied
Financial Instruments: Recognition and Measurement 39 Applied *
Investment Property 40 Applied
Agriculture 41 N/A
Name of the BFRS BFRS no. Status
First time adoption 1 N/A
Share Based Payment 2 N/A
Business Combinations 3 N/A
Insurance Contract 4 N/A
Non-current Assets Held for Sale and Discontinued Operations 5 N/A
Exploration for and Evaluation of Mineral Resources 6 N/A
Financial Instruments: Disclosure 7 Applied
Operating Segments 8 Applied
N/A Not Applicable
* In order to comply with certain specific rules and regulations of the local Central Bank (Bangladesh Bank) which are different to
BAS/BFRS, some of the requirements specified in these BAS/BFRSs are not applied.
** This Standard regards a retirement benefit plan as a reporting entity separate from the employers of the participants in the plan.
Therefore, it is not applicable for the Banks annual report as it is the employer and not the retirement benefit plan itself.
*** The objective of BAS 34 is to prescribe the minimum content of an interim financial report and to prescribe the principles for recognition
and measurement in complete or condensed financial statements for an interim period and hence it is not applicable for annual financial
statements. However, the Bank being a listed entity in Dhaka and Chittagong Stock Exchanges regularly publishes Interim Financial
Report complying with BAS 34.
1.20 Approval of financial statements
The financial statements were approved by the Board of Directors on February 15, 2012
2 General
a) These financial statements are presented in Taka, which is the Bank's functional currency. Figures appearing in these financial
statements have been rounded off to the nearest Taka.
b) The expenses, irrespective of capital or revenue nature, accrued / due but not paid have been provided for in the books of the Bank.
c) Figures of previous year have been rearranged whenever necessary to conform to current years presentation.
[ 216 ]
3 Consolidated cash
i Cash in hand
Prime Bank Limited (note-3a.1) 1,464,103,675 1,267,659,482
Prime Bank Investment Limited 41,057 56,894
Prime Bank Securities Limited 10,817 -
PBL Exchange(UK) Ltd. - -
Prime Exchange Co. Pte. Ltd., Singapore - -
PBL Finance (Hong Kong) Limited - -
1,464,155,549 1,267,716,376
ii Balance with Bangladesh Bank and its agent bank(s)
Prime Bank Investment Limited - -
Prime Bank Securities Limited - -
PBL Exchange (UK) Ltd. - -
12,032,573,269 8,309,148,371
13,496,728,818 9,576,864,747
3a Cash of the Bank
3a.1 Cash in hand
In local currency 1,414,850,909 1,196,460,577
In foreign currency 49,252,766 71,198,905
1,464,103,675 1,267,659,482
3a.2 Balance with Bangladesh Bank and its agent bank(s)
In local currency 9,433,960,795 7,458,582,963
In foreign currency 1,854,968,231 489,093,613
11,288,929,026 7,947,676,576
Sonali Bank as agent of Bangladesh Bank (Local currency) 743,644,243 361,471,795
12,032,573,269 8,309,148,371
13,496,676,944 9,576,807,853
Reconciliation statements regarding Bangladesh Bank balance are given Annexure-A-1
3a.3 Cash Reserve Requirement (CRR) and Statutory Liquidity Ratio (SLR)
Cash Reserve Requirement and Statutory Liquidity Ratio have been calculated and maintained in accordance with section
33 of Bank Companies Act, 1991 and MPD circular nos.05, dated December 01, 2010
The Cash Reserve Requirement on the Bank's time and demand liabilities at the rate of 6% has been calculated and
maintained with Bangladesh Bank in current account and 19% Statutory Liquidity Ratio for conventional banking and 11.50%
Statutory Liquidity Ratio for Islamic banking , including CRR, on the same liabilities has also been maintained in the form of
treasury bills, bonds and debentures including FC balance with Bangladesh Bank. Both the reserves maintained by the Bank
are in excess of the statutory requirements, as shown below:
a) Cash Reserve Requirement
Required reserve 9,102,226,820 6,679,814,040
Actual reserve maintained (note-3a.2) 9,433,960,795 7,458,582,963
Surplus / (deficit) 331,733,975 778,768,923
b) Statutory Liquidity Ratio
Required reserve (including CRR) 27,606,171,980 21,152,744,460
Actual reserve maintained including CRR (note-3a.5) 47,892,328,749 28,944,922,967
Surplus / (deficit) 20,286,156,769 7,792,178,507
Total required reserve 27,606,171,980 21,152,744,460
Actual reserve held 47,892,328,749 28,944,922,967
Total surplus 20,286,156,769 7,792,178,507
3a.4 Maturity grouping of cash
Payable on demand - -
Up to 1 month 4,279,100,959 3,306,405,450
Over 1 month but not more than 3 months - -
Over 3 months but not more than 6 months - -
Over 6 months but not more than 1 year - -
Over 1 year but not more than 5 years - -
Over 5 years 9,217,575,985 6,270,402,403
13,496,676,944 9,576,807,853
Amount in Taka
2011 2010
[ 217 ]
3a.5 Held for Statutory Liquidity Ratio
Cash in hand (note -3a.1) 1,464,103,675 1,267,659,482
Balance with Bangladesh Bank and its agent bank(s) (note-3a.2) 12,032,573,269 8,309,148,371
Government securities (note-6a. ii) 5,124,479,346 238,885,689
Government bonds (note-6a.ii) 29,271,172,459 19,129,229,425
47,892,328,749 28,944,922,967
4 Consolidated balance with other banks and financial institutions
In Bangladesh
Prime Bank Limited (note-4a.1) 377,477,308 416,957,643
Prime Bank Investment Limited 3,213,517 11,220,153
Prime Bank Securities Limited 4,792,616 74,406,467
385,483,441 502,584,263
Less: Inter-company transaction 3,361,069 85,029,498
382,122,372 417,554,765
Outside Bangladesh
Prime Bank Limited (note-4a.2) 1,138,637,962 619,292,978
PBL Exchange(UK) Ltd. 10,765,643 15,618,610
Prime Exchange Co. Pte. Ltd., Singapore 43,635,820 33,803,816
PBL Finance (Hong Kong) Limited 15,266,326 -
1,208,305,751 668,715,404
1,590,428,123 1,086,270,169
4a Balance with other banks and financial institutions of the Bank
In Bangladesh (note-4a.1) 377,477,308 416,957,643
Outside Bangladesh (note-4a.2) 1,138,637,962 619,292,978
1,516,115,270 1,036,250,621
4a.1 In Bangladesh
Current account
Agrani Bank Ltd., Principal Branch, Dhaka 10,488,705 499,909
Agrani Bank Ltd., Purana Paltan Branch, Dhaka 4,007,817 9,532,958
Agrani Bank Ltd., Bhairab Bazar, Kishore gonj 2,500,450 3,500,700
Agrani Bank Ltd., Mirzapur Branch, Mirzapur 1,160,770 -
AB Bank Ltd. Principal Branch, Dhaka 2,998,108 3,000,258
The City Bank Ltd, Dhaka 275,515 275,865
Dutch-Bangla Bank Ltd., Head office, Dhaka 58,223,470 28,036,912
Exim Bank Ltd., Motijheel Branch, Dhaka 1,727,900 5,818,176
Islami Bank BD Ltd., Local Office, Dhaka 6,797,821 10,972,759
Islami Bank BD Ltd., Jhikorgacha 1,000 -
Janata Bank Ltd., Local Office, Dhaka 73,566,147 13,418,836
Janata Bank Ltd., Dinajpur Branch - 5,000,000
Janata Bank Ltd., Ishwardi Branch 5,187,818 595,573
Janata Bank Ltd., Companygonj Branch 328 328
National Bank Ltd., Rangpur Branch 16,458 8,025,835
Pubali Bank Ltd., Dhaka Stadium Branch, Dhaka 16,199,476 26,274,731
Rupali Bank Ltd. ,Motijheel Branch, Dhaka 18,624,590 23,908,914
Sonali Bank Ltd., Rangpur Branch 22,173,332 -
Sonali Bank Ltd., Pabna Branch 8,568,058 9,154,703
Sonali Bank Ltd., Sunamganj Branch 9,385,030 14,226,112
Sonali Bank Ltd., Dinajpur Branch 8,220,571 10,978,540
Sonali Bank Ltd., Local Office, Dhaka 24,871,469 82,781,678
Sonali Bank Ltd., Narayangonj, Dhaka 12,182,617 114,390,570
Sonali Bank Ltd., Companygonj Branch 1,001,000 1,001,000
Sonali Bank Ltd., Thakurgaon Branch 6,064,601 5,163,005
Sonali Bank Ltd., Fakirapool Branch, Dhaka 11,562,209 27,748,630
Sonali Bank Ltd., Faridpur Branch, Faridpur 31,028,027 53,991
Sonali Bank Ltd., Narsingdi Branch 6,716,871 276,757
Sonali Bank Ltd., Satkhira 4,417,636 -
Standard Chartered Bank, Bangladesh - 748,168
United Commercial Bank Ltd., Principal Branch, Dhaka 1,867,771 3,969,898
Off-shore Banking Units 237,669,828 310,715,640
Uttara Bank Ltd., Local Office, Dhaka 177,841 179,341
587,683,234 720,249,787
Less: Off-shore Banking Units 237,669,828 310,715,640
350,013,406 409,534,147
Amount in Taka
2011 2010
[ 218 ]
Special notice deposit accounts
Agrani Bank Ltd., Principal Branch, Dhaka 286,140 278,256
Agrani Bank Ltd., Takerhat Branch 1,003,195 5,000
AB Bank Ltd., Madhabdi, Narsingdi - -
ICB Islamic Bank Ltd., Principal Office, Motijheel, Dhaka 15,599 15,599
ICB Islamic Bank Ltd., Sylhet 18,970 18,970
Janata Bank Ltd., Local Office, Dhaka 4,827,406 4,673,614
National Bank Ltd., Narayanganj Branch, Dhaka 21,136,783 2,262,280
Sonali Bank Ltd., Bhairab Bazar, Kishoregonj 950 -
27,289,043 7,253,719
Savings accounts
Al Arafah Islami Bank Ltd., Dhaka 61,297 59,125
Bank Al Falah Ltd., Dhaka 35,416 34,794
Janata Bank Ltd., Corporate Branch, Bogra 1,292 1,292
Social Islami Bank Ltd., Principal Branch, Dhaka 76,854 74,566
174,859 169,777
Fixed deposits - -
- -
377,477,308 416,957,643
4a.2 Outside Bangladesh (NOSTRO Accounts)
Current account
AB Bank Ltd., Mumbai, India 6,644,484 8,378,162
Banca Nazionale, del Lavoro, Rome, Italy 1,002,246 1,300,444
Bank of Bhutan Phuentsholing, Bhutan 4,191,187 5,909,197
The Bank of Tokyo Mitsubishi Ltd., Japan 3,292,821 3,415,781
SMBC, Tokyo, Japan 4,884,087 2,449,797
Citibank N.A., Mumbai, India 7,318,508 2,743,112
Citibank N.A., London , UK 9,394,222 2,597,360
Citibank N.A., New York, USA 17,997,373 43,745,241
Citibank N.A., New York, USA (Off-shore Banking) 440,662 368,000
Commerz Bank, Frankfurt , Germany (EURO) 29,960,877 71,308,727
Commerz Bank, Frankfurt , Germany (US$) 618,873 -
Commonwealth Bank of Australia, Australia 1,972,977 1,263,130
Credit Suisse (First Boston), Switzerland 3,791,449 1,616,980
Habib American Bank, New York, USA 12,742,153 37,990,488
Habib Metropolitan Bank Ltd, Karachi 33,567,690 89,978
HDFC Bank Limited, India 27,949,005 46,024,325
HSBC, New York, USA 91,803,153 128,742,928
HSBC, Karachi, Pakistan 2,541 10,679,851
HSBC, London, UK 17,085,340 23,134,682
ICICI Bank Ltd, Mumbai, India 32,738,763 4,849,364
J. P. Morgan Chase Bank, New York 10,361,238 12,051,794
Mashreq Bank, New York, USA 445,616,228 22,378,157
Mashreq Bank, Mumbai, India 12,947,048 8,649,708
National Westminister Bank, London, UK 7,754,862 6,753,215
The National Commercial Bank, Jeddah 1,276,803 2,751,548
Nepal Bangladesh Bank Ltd., Kathmandu, Nepal 7,287,220 12,586,247
Peoples Bank, Sri Lanka 10,710,884 3,930,741
Skandinaviska Enskilda, Banken, Sweden 1,915,572 396,623
Sonali Bank, Kolkata, India 16,321,338 1,281,244
Standard Chartered Bank, Kolkata, India 23,666,718 9,328,830
Standard Chartered Bank, New York, USA 43,555,382 37,530,763
Standard Chartered Bank, Singapore 206,634,472 14,680,438
Standard Chartered Bank, Frankfurt, Germany 2,891,913 4,655,439
State Bank of India, Kolkata 16,786 14,509
Intesa Sanpaolo S.P.A, Milano, Italy 538,287 251,692
The Bank of Nova Scotia, Canada 4,073,036 5,531,580
Unicredito Italiano, Italy 3,226,925 18,738,100
Wells Fargo Bank N. A. Newyork 32,444,839 61,174,804
(Annexure -A may kindly be seen for details) 1,138,637,962 619,292,978
Amount in Taka
2011 2010
[ 219 ]
4a.3 Maturity grouping of balance with other banks and financial institutions
Payable on demand 1,488,651,368 1,028,827,125
Up to 1 month 17,486 16,978
Over 1 month but not more than 3 months 27,289,043 7,253,719
Over 3 months but not more than 6 months - -
Over 6 months but not more than 1 year 157,373 152,799
Over 1 year but not more than 5 years - -
Over 5 years - -
1,516,115,270 1,036,250,621
5 Money at call and short notice - -
6 Consolidated investments
Government
Prime Bank Limited (note-6a) 34,395,651,805 19,368,115,114
34,395,651,805 19,368,115,114
Others
Prime Bank Limited (note-6a) 982,145,986 1,116,172,748
Prime Bank Investment Limited 1,441,557,511 1,048,014,615
3,120,176,474 2,837,921,281
37,515,828,279 22,206,036,395
6a Investments of the Bank
i) Investment classified as per Bangladesh Bank Circular:
Held for trading (HFT) 17,022,719,665 16,351,576,844
Held to maturity (HTM) 17,390,298,140 3,038,568,470
Other securities 964,779,986 1,094,142,548
35,377,797,791 20,484,287,862
ii) Investment classified as per nature:
a) Government securities:
28 days treasury bills - -
91 days treasury bills 483,460,154 238,885,689
182 days treasury bills 393,210,802 -
364 days treasury bills 4,247,808,390 -
5 years treasury bills - -
5,124,479,346 238,885,689
Government bonds:
Prize bonds 2,634,000 2,969,800
Government bonds - (note-6a.2) 29,268,538,459 19,126,259,625
29,271,172,459 19,129,229,425
34,395,651,805 19,368,115,114
Amount in Taka
2011 2010
[ 220 ]
b) Other investments:
Debentures of HBFC-bearing interest rate @ 5.5% (note-6a.3) 20,000,000 25,000,000
Dhaka Bank Subordinated Bond interest rate @ 11.65% 171,595,403 171,595,403
National Bank Subordinated Bond interest rate @ 11.50% 201,661,111 201,661,111
DBH Zero coupon bond interest rate @ 8.25% (note-6a.4) 151,813,187 233,648,062
IDLC Zero coupon bond interest rate @ 8.25% (note-6a.5) 50,402,795 77,553,649
Orascom bond interest rate @ 13.50% (note-6a.6) 200,150,000 250,187,500
Shares (note-6a.7) 186,523,490 156,527,023
982,145,986 1,116,172,748
35,377,797,791 20,484,287,862
6a.1 Maturity grouping of investments
On demand - -
Up to 1 month 721,734,628 238,885,689
Over 1 month but not more than 3 months 418,719,985 30,836,392
Over 3 months but not more than 6 months 1,752,799,503 30,894,216
Over 6 months but not more than 1 year 2,920,653,204 66,972,367
Over 1 year but not more than 5 years 9,334,444,098 2,786,426,022
Over 5 years 20,229,446,373 17,330,273,176
35,377,797,791 20,484,287,862
6a.2 Government bonds
Name of the bonds
HTM
3 years T & T bonds - -
2 years Bangladesh Government Islami Investment Bonds 850,000,000 550,000,000
5 years Bangladesh Government treasury bonds (7.87%-7.93%) 925,083,228 925,007,965
10 years Bangladesh Government treasury bonds(8.50%-11.72%) 8,305,142,769 843,300,000
17,370,298,139 3,013,568,470
HFT
3 years T & T bonds - -
2 years Bangladesh Government Islami Investment Bonds - -
5 years Bangladesh Government treasury bonds (7.80%-10.60%) 5,288,669,108 681,995,531
10 years Bangladesh Government treasury bonds(8.50%-11.74%) 6,300,427,787 10,877,681,684
15 years Bangladesh Government treasury bonds(10.99%) 163,754,791 2,644,980,819
20 years Bangladesh Government treasury bonds(10.85%-11.50%) 145,388,634 1,908,033,121
11,898,240,320 16,112,691,155
29,268,538,459 19,126,259,625
6a.3 Debentures of Bangladesh House Building
Finance Corporation - at redeemable value
Principal 100,000,000 100,000,000
Add: Accrued Interest - -
Less: Redeemed up to 31 December 2011 (80,000,000) (75,000,000)
Redeemable value 20,000,000 25,000,000
6a.4 DBH Zero Coupon Bond
Opening balance 233,648,062 301,077,544
Add: Interest accrued during the year 14,993,338 21,805,903
Less: Principal redemption during the year (75,000,000) (75,000,000)
Less: Interest received during the year (21,828,213) (14,235,385)
6a.5 IDLC Zero Coupon Bond
Opening balance 77,553,649 99,907,985
Less: Principal redemption during the year (25,000,000) (25,000,000)
Amount in Taka
2011 2010
[ 221 ]
6a.6 Orascom Bond
Principal 250,187,500 250,000,000
Less: Principal redemption during the year (50,000,000) -
6a.7 Investment in shares
Quoted
M. I. Cement Factory Ltd. 3,608,921 -
MJL Bangladesh Ltd 4,622,080 -
Federal Insurance 20,380 -
AB Bank Ltd. 6,892,375 -
Bank Asia Ltd. 3,872,420 -
The City Bank Ltd. 5,311,538 -
DESCO 4,727,166 -
Eastern Bank Ltd. 5,802,255 -
Jamuna Bank Ltd. 3,482,316 -
National Bank Ltd. 4,429,698 -
One Bank Ltd. 4,135,407 -
Titas Gas 11,298,243 -
58,202,799 -
Unquoted as on 31 December 2011
Central Depository Bangladesh Limited (CDBL) 15,694,430 44,166,580
Investment in SWIFT 2,413,761 2,413,761
M. I. Cement Factory Ltd. - 3,608,921
MJL Bangladesh Ltd - 6,125,261
NLI Ist Mutual Fund 10,000,000 -
9% Preference share of BRAC Bank 100,212,500 100,212,500
128,320,691 156,527,023
(Annexure -B may kindly be seen for details) 186,523,490 156,527,023
6a.8 (i) Disclosure regarding outstanding Repo
Counterparty name Agreement date Reversal date Amount
Bangladesh Bank-(Assured liquidity support) 29.12.2011 01.01.2012 5,005,163,947
Standard Chartered Bank 29.12.2011 01.01.2012 1,500,691,186
The Premier Bank Limited 29.12.2011 01.01.2012 937,499,964
Total 7,443,355,097
6a.8 (ii) Disclosure regarding outstanding Reverse Repo
Counterparty name Agreement date Reversal date Amount
- - - -
Total -
6a.9 Disclosure regarding Overall transaction of Repo and Reverse Repo
Minimum Maximum Daily average
Counterparty name outstanding outstanding outstanding
during the year during the year during the year
Securities sold under Repo
With Bangladesh Bank 560,663,538 11,153,566,818 6,927,346,977
With other Banks & FIS 161,720,164 2,597,989,713 817,168,995
Securities purchased under Reverse Repo
From Bangladesh Bank - - -
From other Banks & FIS - - -
Amount in Taka
2011 2010
[ 222 ]
7 Consolidated loans, advances and lease / Investments
Prime Bank Securities Limited 193,021,110 -
139,255,925,017 113,701,396,632
Less: Inter-company transactions 4,273,807,944 2,260,590,081
134,982,117,073 111,440,806,551
Consolidated bills purchased and discounted
Prime Bank Limited (note-8) 6,819,531,891 7,396,483,456
6,819,531,891 7,396,483,456
141,801,648,964 118,837,290,007
7a Loans, advances and lease / investments of the Bank
i) Loans, cash credits, overdrafts, etc.
Inside Bangladesh
Secured overdraft / Quard against TDR 36,375,509,274 23,052,864,474
Cash credit / Murabaha 17,533,655,691 14,915,766,110
Loans (General) 22,300,158,827 21,091,967,543
House building loans 3,634,699,533 3,435,341,726
Loans against trust receipt 20,912,413,500 19,757,286,730
Payment against document 701,741,974 733,756,853
Retail loan 10,938,785,871 9,290,648,830
Lease finance / Izara (note - 7a.3) 7,556,800,614 6,037,067,605
Credit card 750,396,269 517,059,294
SME loan 1,278,065,027 1,086,975,415
Hire purchase 7,156,823,052 5,771,968,669
Other loans and advances 2,889,848,485 2,969,337,456
132,028,898,117 108,660,040,705
Outside Bangladesh
Term placement to PBL Finance (Hong Kong) Limited 560,463,177 -
132,589,361,294 108,660,040,705
ii) Bills purchased and discounted (note-8)
Payable Inside Bangladesh
Inland bills purchased 4,617,715,263 5,958,772,337
Payable Outside Bangladesh
Foreign bills purchased and discounted 2,201,816,628 1,437,711,119
6,819,531,891 7,396,483,456
139,408,893,185 116,056,524,161
7a.1 Net loans, advances and lease / investments
Gross performing loans, advances and lease / investments (note-7a) 139,408,893,185 116,056,524,161
Less:
Non-performing loans, advances and lease / investments (note-7a.11) 1,908,248,000 1,367,690,000
Interest suspense (note-13a.6) 494,945,990 345,187,321
Provision for loans, advances and lease / investments (note-13a.3, 13a.5) 2,563,399,971 2,165,194,164
4,966,593,961 3,878,071,485
134,442,299,224 112,178,452,676
Amount in Taka
2011 2010
[ 223 ]
7a.2 Residual maturity grouping of loans, advances and lease / investments
including bills purchased and discounted
Repayable on demand - -
Up to 1 month 26,030,148,845 24,362,718,193
Over 1 month but not more than 3 months 36,007,310,917 21,204,135,643
Over 3 months but not more than 1 year 42,281,182,417 38,949,085,148
Over 1 year but not more than 5 years 33,027,948,535 29,407,072,721
Over 5 years 2,062,302,471 2,133,512,456
139,408,893,185 116,056,524,161
7a.3 Lease finance / Izara
Lease rental receivable within 1 year 1,572,495,257 2,081,197,769
Lease rental receivable within 5 years 5,576,138,596 5,583,884,187
Lease rental receivable after 5 years 2,246,981,454 265,959,924
Total lease / Izara rental receivable 9,395,615,307 7,931,041,880
Less: Unearned interest receivable 1,838,814,693 1,893,974,275
Net lease / Izara finance 7,556,800,614 6,037,067,605
7a.4 Loans, advances and lease / investments under the following broad categories
Loans 78,680,196,329 70,691,410,120
Cash credits 17,533,655,691 14,915,766,110
Overdrafts 36,375,509,274 23,052,864,474
132,589,361,294 108,660,040,705
Bills purchased and discounted (note-8) 6,819,531,891 7,396,483,456
139,408,893,185 116,056,524,161
7a.5 Loans, advances and lease / investments on the basis of significant
concentration including bills purchased and discounted.
a) Loans, advances and lease / investments to Directors of the Bank - -
b) Loans, advances and lease / investments to Chief Executive and 1,394,937,859 1,246,548,767
c) Loans, advances and lease / investments to customer groups:
i) Commercial lending 20,675,645,192 19,564,268,060
ii) Export financing 8,691,928,762 9,808,644,334
iii) House building loan 3,634,699,533 3,435,341,726
iv) Retail loan 10,938,785,871 9,290,648,830
v) Small and medium enterprises 9,429,394,225 5,757,282,961
vi) Special program loan 1,060,828,000 -
vii) Staff loan 4,462,142 13,776,232
viii) Industrial loans / investments detail (note-7a.5 d) 65,426,459,723 47,070,161,590
ix) Other loans and advances (SOD) 18,151,751,878 19,869,851,661
138,013,955,326 114,809,975,394
139,408,893,185 116,056,524,161
d) Details of Industrial loans / investments
i) Agricultural industries 2,283,317,008 1,871,459,785
ii) Textile industries 13,330,206,646 11,973,536,914
iii) Food and allied industries 3,959,449,000 2,014,446,049
iv) Pharmaceutical industries 1,581,394,927 1,446,400,949
v) Leather, chemical, cosmetics, etc. 1,617,250,000 1,278,592,185
vi) Tobacco industries 35,619,485 45,583,153
vii) Cement and ceramic industries 2,949,673,646 2,140,139,406
viii) Service Industries 3,966,959,793 2,915,103,728
ix) Transport and communication industries 5,157,154,311 4,739,498,950
x) Other industries including bills purchase and discounted 30,545,434,907 18,645,400,471
65,426,459,723 47,070,161,590
Amount in Taka
2011 2010
[ 224 ]
7a.6 Loans, advances and leases / investments -geographical location-wise
Inside Bangladesh
Urban
Dhaka Division 102,064,222,906 84,932,445,156
Chittagong Division 21,356,686,758 17,828,479,864
Khulna Division 4,376,951,766 4,388,356,728
Rajshahi Division 4,600,059,641 1,482,864,548
Barisal Division 175,568,285 178,741,681
Sylhet Division 1,649,254,200 4,210,682,113
134,222,743,556 113,021,570,090
Rural
Dhaka Division 3,441,718,745 1,858,983,549
Chittagong Division 791,768,625 519,695,834
Khulna Division 25,696,491 -
Rajshahi Division 255,683,128 57,539,524
Sylhet Division 671,282,640 598,735,164
5,186,149,629 3,034,954,071
Outside Bangladesh - -
139,408,893,185 116,056,524,161
7a.7 Sector-wise loans, advances and lease / investments
including bills purchased and discounted
Public sector 330,736,692 421,075,350
Co-operative sector 48,203,108 -
Private sector 139,029,953,385 115,635,448,811
139,408,893,185 116,056,524,161
7a.8 Details of pledged collaterals with the Bank
Collateral of movable / immovable assets 89,543,240,119 64,938,351,397
Local banks and financial institutions guarantee 3,924,012,894 1,189,898,185
Foreign banks guarantee 1,696,097 -
Export documents 5,323,242,682 6,160,466,239
Fixed deposit receipts 10,550,622,940 6,554,558,880
FDR of other banks 549,884,386 563,272,939
Government bonds 992,852 4,093,005
Personal guarantee 10,767,830,041 11,635,562,770
Other securities 18,747,371,174 25,010,320,746
139,408,893,185 116,056,524,161
7a.9 Details of large loans, advances and lease / investments
Number of clients with outstanding amount and classified loans / investments exceeding 10% of total capital of the Bank.
Total capital of the Bank was Taka 24,112.34 million as at 31 December 2011 (Tk 20,910.61 million in 2010).
Number of clients 10 9
Amount of outstanding advances / investments 3,147,810,000 1,992,221,000
Amount of classified advances / investments Nil Nil
Measures taken for recovery Not applicable Not applicable
Name of clients Outstanding (Taka in million) Total Total
Funded Non-funded (Taka in million) (Taka in million)
Bay Fishing Corporation Ltd. - - - 2,558.42
Bangladesh Rural Advancement
Committee (BRAC) 1,009.21 810.81 1,820.02 -
Bulk Trade International Ltd. - 2,257.35 2,257.35 -
Concord Pragatee Consortium Ltd. 873.83 1,995.00 2,868.83 -
Energy Pac Confidence Group 1,036.32 931.81 1,968.12 1,907.35
Janata Flour & Dal Mills Ltd 1,312.09 5,338.53 6,650.62 2,313.78
M/s Kabir Steel & BSA Group 1,229.50 2,697.75 3,927.25 2,068.88
Prime Bank Investment Ltd 3,555.68 - 3,555.68 2,260.59
Project Builders Ltd. - - - 2,023.62
Rural Power Company Ltd. 479.20 1,564.54 2,043.73 2,608.30
Tamishna Group 1,537.86 1,578.00 3,115.86 2,353.03
T.K Group 735.81 2,534.84 3,270.65 -
Standard Group - - - 1,828.25
11,769.48 19,708.62 31,478.10 19,922.21
Amount in Taka
2011 2010
[ 225 ]
7a.10 Particulars of loans, advances and lease / investments
i) Loans / investments considered good in respect of which the
Bank is fully secured 105,967,982,978 78,220,742,459
ii) Loans / investments considered good against which the Bank
holds no security other than the debtors' personal guarantee 10,767,830,041 11,635,562,770
iii) Loans / investments considered good secured by the personal
undertaking of one or more parties in addition to the personal
guarantee of the debtors 22,673,080,166 26,200,218,932
iv) Loans / investments adversely classified; provision not maintained
there against - -
139,408,893,185 116,056,524,161
v) Loans / investments due by directors or officers of the
banking company or any of them either separately or jointly
with any other persons (note-7a.5b+7a.5c.vii)
1,399,400,001 1,260,324,999
vi) Loans / investments due from companies or firms in which the
directors of the Bank have interest as directors, partners or
managing agents or in case of private companies, as members - -
vii) Maximum total amount of advances / investments, including
temporary advances made at any time during the year to
directors or managers or officers of the banking company or
any of them either separately or jointly with any other person. 1,399,400,001 1,260,324,999
viii) Maximum total amount of advances / investments, including
temporary advances / investments granted during the year to the
companies or firms in which the directors of the banking company
have interest as directors, partners or managing agents or in the
case of private companies, as members - -
ix) Due from banking companies - -
x) Classified loans and advances / investments
a) Classified loans and advances / investments on which interest
has not been charged (note-7a.11) 1,908,248,000 1,367,690,000
b) Provision on classified loans and advances / investments 778,227,982 642,136,164
(for details see note-13a.3)
c) Provision kept against loans / investments classified as bad debts 528,916,000 500,519,000
d) Interest credited to Interest Suspense Account (note-13a.6) 494,945,990 345,187,321
xi) Cumulative amount of written off loans / investments
Opening Balance 2,374,986,436 2,117,752,557
Amount written off during the year 199,977,390 257,233,879
2,574,963,826 2,374,986,436
Amount realised against loans / investments previously written off 110,069,208 298,225,483
The amount of written off / classified loans / investments
for which law suits have been filed (note-7a.14) 2,662,458,142 2,971,529,026
Amount in Taka
2011 2010
[ 226 ]
7a.11Classification of loans, advances and lease / investments
Unclassified
Standard including staff loan 136,321,932,185 112,947,401,161
Special mention account (SMA) 1,178,713,000 1,741,433,000
137,500,645,185 114,688,834,161
Classified
Sub-standard 560,878,000 534,434,000
Doubtful 309,826,000 123,946,000
Bad / Loss 1,037,544,000 709,310,000
1,908,248,000 1,367,690,000
139,408,893,185 116,056,524,161
7a.12Particulars of required provision for loans,
advances and lease / investments
Base Rate
Status for provision (%)
General Provision
Loans/investments (Excluding SMA) 136,321,932,185 *Various 1,660,355,150 1,403,397,450
Interest receivable on loans/investments 699,513,772 1 6,995,138 -
Special mention account (SMA) 1,085,897,000 5 54,294,850 81,664,450
1,721,645,138 1,485,061,900
*General provision is kept @ 1% on general loans and advances / investments and 1% on small enterprise financing
and 5% on consumer financing.
Base Rate
Status for provision ( % )
Specific provision
Sub-standard 418,660,000 20 83,732,000 85,897,600
Doubtful 237,180,000 50 118,590,000 47,260,500
Bad / Loss 528,916,000 100 528,916,000 500,519,000
731,238,000 633,677,100
Required provision for loans, advances and lease / investments 2,452,883,138 2,118,739,000
Total provision maintained (note - 13a.3 & 13a.5) 2,563,399,971 2,165,194,164
Excess / (short) provision at 31 December 2011 110,516,833 46,455,164
7a.13 Particulars of required provision on Off-balance Sheet Exposures
Base Rate
for provision 1 %
Acceptances and endorsements less margin 28,963,416,330 289,634,163 215,765,188
Letter of guarantee less margin 34,955,284,339 349,552,843 291,166,152
Letter of credit less margin 29,706,663,305 297,066,633 300,890,138
Required provision on Off-balance Sheet Exposures 936,253,639 807,821,478
Total provision maintained (note - 13a.4) 940,000,000 810,000,000
Amount in Taka
2011 2010
[ 227 ]
7a.14 Suits filed by the Bank (Branch wise details)
Head Office 24,106,651 2,750,747
Motijheel Branch 659,995,269 686,432,980
Elephant Road Branch 1,756,759 1,411,759
Mouchak Branch 3,362,086 1,188,073
Khatunganj Branch 145,804,110 42,061,047
Agrabad Branch 158,485,605 12,710,822
Khulna Branch 200,019,715 198,175,376
IBB, Dilkusha Branch 29,606,523 25,042,571
Moulvibazar Branch 100,648,973 111,422,609
Kawran Bazar Branch 56,292,005 1,201,268
Uttara Branch 11,207,078 11,961,539
Jubilee Road Branch 19,111,290 22,658,242
IBB, Amberkhana Branch 1,957,174 1,957,174
Sylhet Branch 20,570,912 9,886,290
Gulshan Branch 95,007,494 96,208,972
Sat Masjid Road Branch 1,604,025 1,604,025
Narayanganj Branch 41,086,654 39,142,074
Barisal Branch 779,085 779,085
Jessore Branch 6,632,612 60,986,950
New Eskatan Branch 861,249 10,588
Banani Branch 1,271,718 134,318
Court Road Branch 69,519 69,519
IBB, O.R. Nizam Road Branch 30,059,610 25,005,301
Madhabdi Branch 3,964,324 1,517,805
Ganakbari Branch 975,050 675,050
IBB, Mirpur 100,000 270,000
Rajshahi Branch 49,272,272 87,758,945
Asad Gate Branch 21,209,134 21,069,134
Bogra Branch 733,109,329 1,440,509,329
Bangshal Branch 21,496,140 21,496,140
Simrail Branch 7,280,251 4,529,251
Foreign Exchange Branch 5,793,408 3,624,857
Bashundhara Branch 6,432,545 5,181,310
Sremangal Branch 21,654,662 7,142,403
Laldighi East Branch 5,202,500 2,260,500
Mohakhali Branch 2,012,365 2,012,365
Tongi Branch 2,432,493 2,432,493
Ring Road Branch 33,627,402 1,344,397
Ashulia Branch 8,088,417 8,209,030
Mirpur-1 Branch 10,812,220 7,261,067
Panthpath Branch 1,654,686 227,256
SBC Tower Branch 5,329,753 1,206,367
Uposhahar Branch, Sylhet 1,395,200 -
Subidbazar Branch, Sylhet 964,000 -
SME Banking, Dhaka 6,892,287 -
Pahartali Branch 212,146 -
Naogaon Branch 100,981,115 -
Rangpur Branch 314,135 -
Joypara Branch 956,190 -
2,662,458,142 2,971,529,026
Amount in Taka
2011 2010
[ 228 ]
8 Bills purchased and discounted
Payable in Bangladesh 4,617,715,263 5,958,772,337
Payable outside Bangladesh 2,201,816,628 1,437,711,119
6,819,531,891 7,396,483,456
8.1 Maturity grouping of bills purchased and discounted
Payable within one month 3,344,016,715 1,822,043,184
Over one month but less than three months 1,912,325,394 2,226,204,378
Over three months but less than six months 1,563,189,782 3,214,600,312
Six months or more - 133,635,582
6,819,531,891 7,396,483,456
9 Consolidated fixed assets including premises, furniture and fixtures
PBL Exchange (UK) Ltd. 17,065,888 15,978,082
Prime Exchange Co. Pte. Ltd., Singapore 2,623,453 795,045
PBL Finance (Hong Kong) Limited 513,704 -
4,033,403,880 1,743,584,748
9a Fixed assets including premises, furniture and fixtures of the Bank
Property, Plant & Equipment
Land 2,195,907,410 542,096,060
Building 543,182,545 119,363,264
Furniture and fixtures 617,233,126 552,031,616
Office equipment and machinery 1,032,982,037 836,648,388
Vehicles 216,667,324 101,221,702
Library books 1,535,005 1,428,855
4,607,507,447 2,152,789,885
Leased property:
Leased vehicles 31,625,083 31,237,430
ATM
Hardware & equipment 132,396,714 108,145,163
Furniture & fixtures 17,092,221 8,464,236
149,488,935 116,609,399
Office equipment and machinery 1,607,562 1,386,125
Vehicles 1,410,371 -
5,964,916 4,358,180
4,794,586,381 2,304,994,895
Less: Accumulated depreciation 970,149,429 773,684,300
3,824,436,952 1,531,310,595
Intangibles assets
Software-core banking 197,956,054 184,174,671
Software-ATM 28,235,444 28,235,444
Cost of intangibles assets 226,191,498 212,410,115
Less: Accumulated amortization 75,169,960 49,026,009
151,021,538 163,384,106
Net book value at the end of the year (See annexure-C for detail) 3,975,458,490 1,694,694,701
The fixed assets recognised and measurements policy are described in note 1.4.4
Amount in Taka
2011 2010
[ 229 ]
10 Consolidated other assets
Less: Investment in Prime Bank Investment Limited (note-10a.5) (2,999,999,940) (2,999,999,940)
Less: Investment in Prime Bank Securities Limited (note-10a.5) (712,500,000) (712,500,000)
Less: PBIL investment in Prime Bank Securities Ltd. (below) (37,500,000) (37,500,000)
Less: Investment in PBL Exchange (UK) Ltd. (note-10a.5) (49,633,289) (31,604,849)
Less: Investment in Prime Exchange Co. Pte. Ltd., Singapore (note-10a.5) (10,993,235) (10,993,235)
Less: Investment in PBL Finance (Hong Kong) Limited (note-10a.5) (21,374,368) -
2,343,550,971 1,700,894,680
Prime Bank Investment Limited (investment in PBSL) 37,500,000 37,500,000
214,091,401 71,064,513
2,557,642,372 1,771,959,193
10a Other assets of the Bank
Stationery and stamps 15,110,147 19,779,490
Exchange adjustment account 584,074 -
Investment in subsidiary (note-10a.5) 3,794,500,832 3,755,098,024
Loan to Off-shore Banking Units 2,966,262,332 3,317,834,967
Due from Off-shore Banking Units 289,605,535 139,515,345
Prepaid expenses 8,773,938 20,464,533
Interest / profit receivable on loan (note-10a.1) 699,513,772 347,002,180
Interest receivable on Govt. securities 701,079,687 471,188,788
Advance deposits and advance rent 153,215,480 118,883,749
Prepaid expenses against house furnishing 7,416,864 7,979,461
Branch adjustments account 123,571,698 118,319,483
Migration account (121,465) (150,589)
Suspense account (note -10a.2) 431,245,616 348,701,066
Encashment of PSP / BSP 153,725,551 201,454,005
ATM - 145,857
Credit card 78,050,003 84,290,212
Sundry assets (note -10a.3) 8,885,605 336,445
9,431,419,669 8,950,843,016
Less: Off-shore Banking Units 3,255,867,867 3,457,350,312
6,175,551,802 5,493,492,704
10a.1 Interest / profit receivable: Amount represents interest / profit receivable on loans, advances and lease / investments,
interest on term placement, Government securities & foreign currency balance, etc.
10a.2 Suspense account includes TT / DD in transit, advance against floor purchase, advance against TA/ DA, printing and
stationery, postage, suspense- others, clearing adjustment account, TT / DD in transit etc.
10a.3 Sundry assets
Protested Bills 7,454,399 2,537,722
Receivable from branches 1,431,206 (2,201,277)
8,885,605 336,445
Amount in Taka
2011 2010
[ 230 ]
10a.4 Particulars of required provision for other assets
Rate
Purchase of credit card bills 71,000,000 100% 71,000,000 71,000,000
Protested bills 7,454,399 100% 7,454,399 2,537,722
Advance deposits and advance rent 1,212,244 100% 1,212,244 1,212,244
Required provision for other assets 79,666,643 74,749,966
Total provision maintained (note - 13a.8) 81,000,000 81,000,000
10a.5 Investment in subsidiaries
PBL Exchange(UK) Ltd. 49,633,289 31,604,849
3,794,500,832 3,755,098,024
11 Consolidated borrowings from other banks, financial institutions and agents
15,243,655,749 7,475,088,529
Less: Inter-company transactions 4,273,807,944 2,260,590,081
10,969,847,805 5,214,498,448
11a Borrowings from other banks, financial institutions and agents of the Bank
In Bangladesh (note-11a.1) 10,969,847,805 5,214,498,448
10,969,847,805 5,214,498,448
11a.1 In Bangladesh
Call deposits 7,880,000,000 1,220,000,000
PBL bond 2,500,000,000 2,500,000,000
Standard Chartered Bank, Bangladesh 4,943,855 -
Bangladesh Bank (Off-shore Banking Units) 245,558,700 1,345,820,412
Refinance against SME loan from Bangladesh Bank 339,345,250 148,678,036
10,969,847,805 5,214,498,448
11a.2 Security against borrowings from other banks, financial institutions and agents
Secured (Treasury bills) - -
Unsecured 10,969,847,805 5,214,498,448
10,969,847,805 5,214,498,448
11a.3 Maturity grouping of borrowings from other banks, financial institutions and agents
Payable on demand 7,880,000,000 -
Up to 1 month 120,000,000 1,220,000,000
Over 1 month but within 3 months - -
Over 3 months but within 1 year 469,847,805 9,245,000
Over 1 year but within 5 years - 1,485,253,448
Over 5 years 2,500,000,000 2,500,000,000
10,969,847,805 5,214,498,448
Amount in Taka
2011 2010
[ 231 ]
12 Consolidated deposits and other accounts
Current deposits and other accounts
Prime Bank Limited (note-12a.1.c) 23,628,852,206 21,637,196,530
23,628,852,206 21,637,196,530
Less: Inter-company transactions 3,057,570 84,973,487
23,625,794,636 21,552,223,043
Bills payable
2,992,596,076 2,437,755,219
Savings bank / Mudaraba savings deposits
17,943,888,911 15,302,405,243
Term / Fixed deposits
115,250,383,779 85,196,271,642
Less: Inter-company transactions 303,499 56,013
115,250,080,280 85,196,215,629
159,812,359,903 124,488,599,134
12a Deposits and other accounts of the Bank
Deposits from banks (note -12a.1.a) 4,285,925,000 1,758,761,000
Deposits from customers (note-12a.1.b) 155,529,795,972 122,814,867,634
159,815,720,972 124,573,628,634
12a.1 a) Deposits from Banks
Current deposits and other accounts 28,874,000 51,830,000
Savings bank / Mudaraba savings deposits 855,359,000 359,908,000
Special notice deposits 801,722,000 330,121,000
Fixed deposits 2,599,970,000 1,016,902,000
4,285,925,000 1,758,761,000
b) Customer Deposits
i) Current deposits and other accounts
Foreign currency deposits 3,917,832,972 2,294,478,157
Security deposits 84,940,823 290,629,348
Sundry deposits (note-12a.2) 11,047,077,355 10,059,982,131
23,837,648,034 21,896,082,170
Less: Off-shore Banking Units 237,669,828 310,715,640
23,599,978,206 21,585,366,530
Amount in Taka
2011 2010
[ 232 ]
ii) Bills payable
Pay orders issued 2,847,424,899 2,163,000,602
Pay slips issued 5,179,467 5,546,695
Demand draft payable 139,677,288 268,882,123
Foreign demand draft 313,592 313,592
T. T. payable - 12,207
Bill Pay ATM 830 -
2,992,596,076 2,437,755,219
iii) Savings bank / Mudaraba savings deposits 17,088,529,911 14,942,497,243
iv) Term / Fixed deposits
Fixed deposits / Mudaraba fixed deposits 70,570,841,509 49,307,311,367
Special notice deposits 7,136,150,650 7,313,886,228
Non resident Taka deposits 305,972,722 225,333,946
Scheme deposits 33,835,726,898 27,002,717,101
111,848,691,779 83,849,248,642
155,529,795,972 122,814,867,634
159,815,720,972 124,573,628,634
c) Deposits and other accounts
Deposits from banks (note -12a.1.a) 28,874,000 51,830,000
Deposits from customers (note-12a.1.b.i) 23,599,978,206 21,585,366,530
23,628,852,206 21,637,196,530
Bills payable
Deposits from banks (note -12a.1.a) - -
Deposits from customers (note-12a.1.b.ii) 2,992,596,076 2,437,755,219
2,992,596,076 2,437,755,219
Savings bank / mudaraba savings deposits
Deposits from banks (note -12a.1.a) 855,359,000 359,908,000
Deposits from customers (note-12a.1.b.iii) 17,088,529,911 14,942,497,243
17,943,888,911 15,302,405,243
Deposits from banks (note -12a.1.a) 3,401,692,000 1,347,023,000
Deposits from customers (note-12a.1.b.iv) 111,848,691,779 83,849,248,642
115,250,383,779 85,196,271,642
159,815,720,972 124,573,628,634
12a.2 Sundry deposits
F.C. held against back to back L/C 3,982,771,999 3,811,313,134
Sundry creditors 169,851,369 324,591,449
Risk fund and service charges (CCS and lease finance) 84,798,208 56,932,223
Sale proceeds of PSP / BSP 6,550,001 117,960,001
Margin on letters of guarantee 967,024,934 853,659,771
Margin on letters of credit 1,772,883,324 1,780,814,070
Margin on FDBP / IDBP, export bills, etc 124,670,097 169,033,420
Lease deposits 106,652,132 102,565,437
Interest / profit payable on deposits 2,322,719,001 1,260,026,663
Withholding VAT/Tax /Excise duty payable to government agencies 408,707,850 274,518,096
Others 1,100,448,440 1,308,567,867
11,047,077,355 10,059,982,131
Amount in Taka
2011 2010
[ 233 ]
12a.3 Payable on demand and time deposits
a) Demand deposits
Current deposits 8,816,670,884 9,302,822,534
Savings deposits (10%) 1,794,388,892 1,530,240,524
Foreign currency deposits (Non interest bearing) 3,680,163,144 1,983,762,517
Security deposits 84,940,823 290,629,348
Sundry deposits 11,047,077,355 10,059,982,131
Bills payable 2,992,596,076 2,437,755,219
28,415,837,174 25,605,192,273
b) Time deposits
Savings deposits (90%) 16,149,500,019 13,772,164,719
Fixed deposits 73,170,811,509 50,324,213,367
Special notice deposits 7,937,872,650 7,644,007,228
Deposits under schemes 33,835,726,898 27,002,717,101
Non resident Taka deposits 305,972,722 225,333,946
131,399,883,798 98,968,436,361
159,815,720,972 124,573,628,634
12a.4 Sector-wise break-up of deposits and other accounts
Government 3,182,610,000 2,073,210,000
Deposit money banks 4,285,925,000 2,978,761,000
Other public 6,641,406,000 5,309,423,000
Foreign currency 3,680,163,144 1,983,762,517
Private 142,025,616,828 112,228,472,117
159,815,720,972 124,573,628,634
12a.5 Unclaimed deposits and valuables
Current deposits 285,444 854,979
Savings deposits 122,972 265,650
Demand Draft 150,122 -
SDR 789,500 500,000
Pay order 2,005,578 884,411
3,353,616 2,505,040
12a.6 Maturity analysis of deposits
a) Maturity analysis of deposits from Banks
Up to 1 month 28,874,000 51,830,000
Over 1 month but within 3 months 935,531,000 353,645,000
Over 3 months but within 1 year 2,599,970,000 1,016,902,000
Over 1 year but within 5 years 721,550,000 336,384,000
Over 5 years but within 10 years - -
Over 10 years - -
4,285,925,000 1,758,761,000
b) Maturity analysis of customer deposits excluding bills payable
Up to 1 month 22,650,135,954 27,509,572,450
Over 1 month but within 3 months 34,968,176,650 20,551,677,922
Over 3 months but within 1 year 42,721,335,350 30,848,650,360
Over 1 year but within 5 years 42,616,651,942 23,456,102,940
Over 5 years but within 10 years 9,577,546,384 18,008,603,703
Over 10 years 3,353,616 2,505,040
152,537,199,896 120,377,112,415
c) Maturity analysis of bills payable
Payable on demand 2,992,596,076 2,437,755,219
Up to 1 month - -
Over 1 month but within 3 months - -
Over 3 months but within 1 year - -
Over 1 year but within 5 years - -
Over 5 years but within 10 years - -
Over 10 years - -
2,992,596,076 2,437,755,219
159,815,720,972 124,573,628,634
Amount in Taka
2011 2010
[ 234 ]
13 Consolidated other liabilities
10,907,077,559 8,054,615,352
13a Other liabilities of the Bank
Foreign currency held against EDF loan 1,545,582,036 494,456,800
Exchange equalization account (note - 13a.7) 4,523,326 4,523,326
Exchange adjustment account - 1,623,475
Expenditure and other payables 84,951,171 51,769,922
Provision for bonus 368,115,248 304,358,183
Obligation under finance lease (note-13a.9) 15,471,597 20,561,154
Provision for income tax (note - 13a.1) 2,273,387,554 2,127,380,221
Deferred tax liability (note-13a.2) 911,021,222 686,521,222
Unearned commission on bank guarantee 45,760,373 36,199,147
Credit card 209,448 1,371,668
Provision for gratuity 403,599,750 278,371,350
Provision on off-balance sheet exposures (note-13a.4) 940,000,000 810,000,000
Provision for Off-shore Banking Units (note-13a.5) 60,500,000 60,500,000
Fund for employee welfare fund (EWF) 13,600,000 11,100,000
Fund for Prime Bank Foundation (PBF) 271,900,000 221,500,000
Provision for loans and advances / investments (note - 13a.3) 2,502,899,971 2,104,694,164
Interest suspense account (note - 13a.6) 494,945,990 345,187,321
ATM 331,965 -
Other liabilities 8,400,123 4,675,856
Other provision (note - 13a.8) 81,000,000 81,000,000
10,026,199,774 7,645,793,809
13a.1Provision for income tax
Advance tax
Balance of advance income tax on 1 January 6,442,051,751 4,718,330,429
Paid during the year 2,761,312,666 1,723,721,321
Settlement of previous year's tax liability - -
9,203,364,417 6,442,051,751
Provision
Balance of provision on 1 January 8,569,431,971 6,284,431,971
Provision of previous year (note-38a) 40,817,745 -
Provision made during the year - -
Current tax (note-38a) 2,866,502,255 2,285,000,000
Settlement of previous year's tax liability - -
11,476,751,971 8,569,431,971
Net balance at 31 December 2,273,387,554 2,127,380,221
* Corporate tax position of the bank is shown in Annexure-D
13a.2 Deferred tax liability
Deferred tax liability
Balance as on 1 January 642,120,593 392,120,593
Add: Provision for revaluation of land and building (note-17) 44,400,629 44,400,629
Add: Addition / Adjustment during the year (note-38a) 224,500,000 250,000,000
Balance as on 31 December 911,021,222 686,521,222
Bank made provision of Tk. 224,500,000/- against net Deferred Tax liability of Tk.224,341,869/-. The Deferred Tax liability includes
depreciation & accrued interest on Government Securities and on the other hand Deferred Tax asset include Gratuity.
Amount in Taka
2011 2010
[ 235 ]
13a.3 Provision for loans, advances and lease / investments
Movement in specific provision on classified loans / investments:
Provision held as on 1 January 642,136,164 631,144,560
Less: Fully provided debts written off during the year (199,977,390) (257,233,879)
Add: Recoveries of amounts previously written off 110,069,208 298,225,483
Add: Specific provision made during the year for other accounts 42,886,010 -
Less: Provision no longer required (42,886,010) (150,000,000)
Add: Net charge to profit and loss account (note-37a) 226,000,000 120,000,000
Provision held as on 31 December 778,227,982 642,136,164
Movement in general provision on unclassified loans / investments
Provision held as on 1 January 1,462,558,000 1,302,558,000
Add: Amount transferred to classified provision (42,886,010) 40,000,000
Add: General provision made during the year (note-37a) 305,000,000 120,000,000
Provision held as on 31 December 1,724,671,990 1,462,558,000
2,502,899,971 2,104,694,164
13a.4 Provision for off-balance sheet exposures
Add: Amount transferred from classified provision - 100,000,000
Add: Provision made during the year (note-37a) 130,000,000 270,000,000
13a.5 Provision for Off-shore Banking Units
Add: Amount transferred from classified provision - 10,000,000
Add: Provision made during the year (note-37a) - 30,000,000
13a.6 Interest suspense account
Add: Amount transferred to "interest suspense" account during the year 1,302,263,675 631,607,161
Less: Amount recovered from "interest suspense" account during the year (1,101,726,798) (528,205,936)
Less: Amount written-off during the year (50,778,208) (105,838,697)
13a.7 Exchange equalization account
Add: Addition during the year - -
13a.8 Other provision for classified assets
Add: Addition during the year - 1,500,000
13a.9 Obligation under finance lease
Minimum lease rental payable
Within 1 year 8,286,528 6,402,806
Above 1 year but within 5 years 8,708,312 19,500,123
16,994,840 25,902,929
Leas: Finance charge payable 1,523,243 5,341,775
15,471,597 20,561,154
Amount in Taka
2011 2010
[ 236 ]
14 Share capital
14.1 Authorized capital
1,000,000,000 ordinary shares of Taka 10 each 10,000,000,000 10,000,000,000
14.2 Issued, subscribed and fully paid up capital
30,000,000 ordinary shares of Taka 10 each issued for cash 300,000,000 300,000,000
634,282,218 ordinary shares of Taka 10 each issued as bonus shares 6,342,822,180 4,321,093,700
115,527,340 ordinary shares of Taka 10 each issued as right shares 1,155,273,400 1,155,273,400
7,798,095,580 5,776,367,100
14.3 History of paid-up capital
Given below the history of raising of share capital of Prime Bank Limited:
Accounting year Declaration No of share Value in capital Cumulative
1995 Opening capital 10,000,000 100,000,000 100,000,000
1996 60% Bonus share 6,000,000 60,000,000 160,000,000
1997 25% Bonus share 4,000,000 40,000,000 200,000,000
1999 Initial Public Offer (IPO) 20,000,000 200,000,000 400,000,000
2000 25% Bonus share 10,000,000 100,000,000 500,000,000
2001 20% Bonus share 10,000,000 100,000,000 600,000,000
2002 16.67% Bonus share 10,000,000 100,000,000 700,000,000
2003 42.86% Bonus share 30,000,000 300,000,000 1,000,000,000
2004 40% Bonus share 40,000,000 400,000,000 1,400,000,000
2005 25% Bonus share 35,000,000 350,000,000 1,750,000,000
2006 30% Bonus share 52,500,000 525,000,000 2,275,000,000
2007 25% Bonus share 56,875,000 568,750,000 2,843,750,000
2008 25% Bonus share 71,093,750 710,937,500 3,554,687,500
2009 30% Bonus share 106,640,620 1,066,406,200 4,621,093,700
25% right share 115,527,340 1,155,273,400 5,776,367,100
2010 35% Bonus share 202,172,848 2,021,728,480 7,798,095,580
779,809,558 7,798,095,580
14.4 Group capital adequacy ratio (Consolidated)
In terms of section 13 (2) of the Bank Companies Act, 1991 and Bangladesh Bank BRPD circulars no. 35 dated
December 29, 2010, required capital of the Bank (Consolidated) at the close of business on 31 December 2011 was
Taka 19,437,960,000 as against available core capital of Taka 18,787,394,427 and supplementary capital of Taka
5,485,166,371 making a total capital of Taka 24,272,560,798 thereby showing a surplus capital / equity of Taka
4,834,600,798 at that date. Details are shown below:
Core capital (Tier-I)
Paid-up capital (note-14.2) 7,798,095,580 5,776,367,100
Share premium (note-14.8) 2,241,230,396 2,241,230,396
Minority interest (note-14.9) 63 71
Statutory reserve (note-15) 5,778,119,737 4,419,319,123
Surplus in consolidated profit and loss account / Retained earnings (note-18) 2,969,948,651 3,353,973,277
18,787,394,427 15,790,889,967
Amount in Taka
2011 2010
[ 237 ]
Supplementary capital (Tier-II)
General provision maintained against unclassified loan / investments (note-13a.3) 1,724,671,990 1,462,558,000
General provision on off-balance sheet exposures (note-13a.4) 940,000,000 810,000,000
General provision on off-shore Banking Units (note-13a.5) 60,500,000 60,500,000
Revaluation gain / loss on investments-50% of total (note-16) 129,669,272 710,248,838
Revaluation reserve for equity instruments-10% of market gain - 18,047,818
Revaluation reserve-50% of total (note-17) 125,801,783 125,801,783
Prime Bank Sub-ordinated Bond 2,500,000,000 2,500,000,000
Exchange equalization account (note-13a.7) 4,523,326 4,523,326
5,485,166,371 5,691,679,766
A) Total capital 24,272,560,798 21,482,569,732
Total assets including off-balance sheet exposures 302,050,785,816 242,521,473,533
B) Total risk weighted assets 194,379,600,000 183,746,900,000
C) Required capital based on risk weighted assets (10% on B) 19,437,960,000 16,537,221,000
D) Surplus (A-C) 4,834,600,798 4,945,348,732
Capital adequacy ratio 12.49% 11.69%
Capital requirement Required Held Required Held
Tier - I 5% 9.67% 5% 8.59%
Tier - II 5% 2.82% 4% 3.10%
Total 10.00% 12.49% 9.00% 11.69%
Capital adequacy ratio (Solo Basis)
Core capital (Tier-I)
Paid-up capital (note-14.2) 7,798,095,580 5,776,367,100
Share premium (note-14.8) 2,241,230,396 2,241,230,396
Statutory reserve (note-15) 5,778,119,737 4,419,319,123
Surplus in consolidated profit and loss account / Retained earnings (note-18a) 2,817,821,192 2,802,047,111
18,635,266,905 15,238,963,730
Supplementary capital (Tier-II)
General provision maintained against unclassified loan / investments (note-13a.3) 1,724,671,990 1,462,558,000
General provision on off-balance sheet exposures (note-13a.4) 940,000,000 810,000,000
General provision on off-shore Banking Units (note-13a.5) 60,500,000 60,500,000
Revaluation gain / loss on investments-50% of total (note-16a) 121,579,868 708,263,130
Revaluation reserve-50% of total (note-17) 125,801,783 125,801,783
Prime Bank Sub-ordinated Bond 2,500,000,000 2,500,000,000
Exchange equalization account (note-13a.7) 4,523,326 4,523,326
5,477,076,967 5,671,646,239
A) Total capital 24,112,343,872 20,910,609,969
Total assets including off-balance sheet exposures 301,005,598,862 241,641,526,176
B) Total risk weighted assets 193,257,100,000 182,933,200,000
C) Required capital based on risk weighted assets (10% on B) 19,325,710,000 16,463,988,000
D) Surplus (A-C) 4,786,633,872 4,446,621,969
Capital adequacy ratio 12.48% 11.43%
Capital requirement
Capital requirement Required Held Required Held
Tier - I 5% 9.64% 5% 8.33%
Tier - II 5% 2.84% 4% 3.10%
Total 10.00% 12.48% 9.00% 11.43%
Amount in Taka
2011 2010
[ 238 ]
14.5 Percentage of shareholdings at the closing date
Particulars 2011 2010 2011 2010
Taka Taka % %
Sponsors 3,177,407,770 2,498,271,300 40.75% 43.25%
Financial institutions 1,634,016,860 1,191,080,900 20.95% 20.62%
Foreign investors 142,822,810 57,184,600 1.83% 0.99%
Non- resident Bangladeshi 60,180,260 2,490,600 0.77% 0.04%
General public 2,783,667,880 2,027,339,700 35.70% 35.10%
7,798,095,580 5,776,367,100 100.00% 100.00%
14.6 Shareholding range on the basis of shareholdings as at 31 December 2011
Shareholding range Number of share Taka
holders Shares Percentage
Less than- 500 9,371 1,664,178 0.21%
500 - 5,000 13,444 21,169,819 2.72%
5,001 - 10,000 1,441 10,165,479 1.30%
10,001 - 20,000 704 9,783,446 1.26%
20,001 - 30,000 265 6,505,504 0.84%
30,001 - 40,000 118 4,130,443 0.53%
40,001 - 50,000 97 4,396,282 0.56%
50,001 - 100,000 212 15,062,707 1.93%
100,001 - 1,000,000 260 83,147,603 10.66%
Over 1,000,000 118 623,784,097 79.99%
26,030 779,809,558 100.00%
14.7 Name of the Directors and their shareholdings as at 31 December 2011
Sl Name of the directors Status Opening position Closing position % of shares as at
31.12.2011
1 Mr. Md. Shirajul Islam Mollah Chairman 7,140,810 9,640,093 1.24
2 Mr. M. A. Khaleque Vice chairman 12,259,720 16,550,622 2.12
3 Mrs. Razia Rahman Vice chairperson 4,798,870 6,478,474 0.83
4 Mr. Azam J Chowdhury Director 1,454,160 1,963,116 0.25
5 Capt. Imam Anwar Hossain Director 5,887,980 7,948,773 1.02
6 Mr. Mohammad Aminul Haque Director 13,878,180 18,735,543 2.40
7 Mr. Khandker Mohammad Khaled Director 16,032,760 21,644,226 2.78
8 Quazi Sirazul Islam Director 9,192,570 12,409,969 1.59
9 Qazi Saleemul Huq Director 1,614,630 2,179,750 0.28
10 Mr. Muhammad Abdul Wahhab Director - 8,160,358 1.05
11 Mr. Mafiz Ahmed Bhuiyan Director 9,348,260 10,120,151 1.30
12 Mrs. Shahnaz Quashem Director 1,747,600 2,359,260 0.30
13 Mrs. Hasina Khan Director 7,003,500 9,454,725 1.21
14 Mrs. Firoja Amin Director - 3,438,852 0.44
15 Ms. Saheda Pervin Trisha Director 895,810 1,209,343 0.16
16 Mr. Nafis Sikder Director - 18,736,602 2.40
17 Mr. Tanjil Chowdhury Director 8,918,720 9,040,272 1.16 (Share holding
(Representative of East Coast of East Cost
Shipping Lines Ltd.) Shipping)
18 Prof. Ainun Nishat Depositor Director - - -
19 Mr. Manzur Murshed Depositor Director 16,430 22,180 0.003
20 Prof. Mohammed Aslam Bhuiyan Independent Director - - -
21 Mr. Md. Ehsan Khasru Managing Director - - -
100,190,000 160,092,309
[ 239 ]
14.8 Share premium
11,552,734 ordinary shares of Taka 200 each per share 2,310,546,800 2,310,546,800
Less: Income tax deduction at sources @3% on total premium 69,316,404 69,316,404
2,241,230,396 2,241,230,396
14.9 Minority interest
Share capital 60 60
Retained earnings 3 11
63 71
15 Statutory reserve
Balance on 1 January 4,419,319,123 3,292,039,344
Addition during the year ( 20% of pre-tax profit) 1,358,800,614 1,127,279,779
Balance at 31 December 5,778,119,737 4,419,319,123
16 Consolidated revaluation gain / loss on investments
Prime Bank Limited (note-16a) 243,159,736 1,416,526,260
Gain on revaluation of Investment at Prime Exchange (UK) Ltd. 7,274,926 1,293,751
Gain on revaluation of Investment at Prime Exchange Co. Pte. Ltd., Singapore 4,765,890 2,677,665
Gain on revaluation of Investment at PBL Finance (Hong Kong) Limited 4,137,992 -
259,338,544 1,420,497,676
16a Revaluation gain / loss on investments of the Bank
Opening balance on 1 January 1,416,526,260 2,437,039,424
Add: Amortized/Revaluation Gain 161,342,461 381,216,376
Less: Adjustment of amortization/revaluation gain against sale/maturity (1,334,266,010) (1,075,118,356)
Less: Adjustment of revaluation gain/(loss) of OBU fixed assets (442,975) (68,627)
Less: Adjustment of Revaluation loss - (326,542,556)
243,159,736 1,416,526,260
17 Revaluation reserve
Balance on 1 January 296,004,196 296,004,196
Addition during the year - -
Balance at 31 December 296,004,196 296,004,196
Less: Provision for deferred tax (44,400,629) (44,400,629)
251,603,566 251,603,566
The Bank revalued the assets of Land and Buildings details described in (note 1.7)
18 Consolidated retained earnings / movement of profit and loss account
Prime Bank Securties Limited 4,495,828 -
PBL Exchange (UK) Ltd. (29,966,981) (9,526,667)
3,433,662,953 3,355,274,404
Less: Minority Interest (3) (11)
Less: Divedend paid by Prime Bank Investment Limited (450,000,000) -
Less: Profit Remitted by Prime Exchange Co. Pte. Ltd., Singapore (5,655,667) -
Less: Foreign currency translation gains (8,058,632) (1,301,116)
2,969,948,651 3,353,973,277
Amount in Taka
2011 2010
[ 240 ]
18a Retained earnings / movement of profit and loss account of the Bank
Addition during the year 3,662,183,069 3,101,398,900
Transfer to statutory reserve (1,358,800,614) (1,127,279,779)
Cash dividend (288,818,355) (355,468,750)
Issue of bonus shares (2,021,728,480) (1,066,406,200)
Balance at 31 December 2,817,821,192 2,802,047,111
Add: Foreign currency translation gain 8,694,724 1,043,455
2,826,515,916 2,803,090,566
18.1 Consolidated retained earnings brought forward from previous year
Prime Bank Limited (note-18.1 a) 514,438,737 827,927,990
Prime Bank Investment Ltd. 93,624,615 -
Prime Bank Securities Ltd. - -
PBL Exchange (UK) Ltd. (9,526,667) -
611,259,755 839,387,096
Foreign currency translation gain on 1 January 483,917 1,263,964
611,743,672 840,651,060
18.1.a Retained earnings brought forward from previous year of the Bank
Bonus shares issued (2,021,728,480) (1,066,406,200)
Cash dividend paid (288,818,355) (355,468,750)
Balance at 31 December 514,438,737 827,927,990
Foreign currency translation gain on 1 January - -
514,438,737 827,927,990
19 Consolidated contingent liabilities
Acceptances and endorsements
28,963,416,330 21,609,053,753
Letters of guarantee
34,955,284,339 29,132,696,357
Irrevocable Letters of Credit
29,706,663,305 30,876,331,386
Amount in Taka
2011 2010
[ 241 ]
Bills for collection
7,429,741,406 5,681,386,778
101,055,105,380 87,299,468,274
19a Contingent liabilities of the Bank
19a.1 Acceptances and endorsements
Back to back bills (Foreign) 21,403,958,328 15,001,276,571
Back to back bills (Local) 10,668,342,246 9,615,361,331
Back to back bills (EPZ) 873,887,757 803,728,985
32,946,188,330 25,420,366,887
Less: Margin (3,982,771,999) (3,811,313,134)
28,963,416,330 21,609,053,753
19a.2 Letters of guarantee
Letters of guarantee (Local) 19,084,657,270 17,007,237,002
Letters of guarantee (Foreign) 16,837,652,004 12,979,119,126
Foreign counter guarantees - -
35,922,309,273 29,986,356,128
Less: Margin (967,024,934) (853,659,771)
34,955,284,339 29,132,696,357
Money for which the Bank is contingently liable in
respect of guarantees given favoring:
Directors or officers - -
Government 1,573,426,449 1,160,610,980
Banks and other financial institutions 1,242,185,336 251,771,998
Others 32,139,672,555 28,573,973,150
35,922,309,273 29,986,356,128
Less: Margin (967,024,934) (853,659,771)
34,955,284,339 29,132,696,357
19a.3 Irrevocable Letters of Credit
Letters of credit (Sight) 15,027,842,031 15,758,770,034
Letters of credit (Deferred) 5,560,834,089 7,854,746,815
Back to back L/C 10,890,870,508 9,043,628,608
31,479,546,628 32,657,145,456
Less: Margin (1,772,883,324) (1,780,814,070)
29,706,663,305 30,876,331,386
19a.4 Bills for collection
Outward foreign bills for collection 7,554,411,504 5,850,420,198
7,554,411,504 5,850,420,198
Less: Margin (124,670,097) (169,033,420)
7,429,741,406 5,681,386,778
Bills for collection is a "Memorendum Item". However bills for collection is shown under contingent liability as per
Bangladesh Bank's format for preparing financial statements.
Amount in Taka
2011 2010
[ 242 ]
20 Income statement
Income:
Interest, discount and similar income (note-20.1) 20,484,651,571 14,767,028,607
Dividend income (note-23a) 467,592,509 11,376,050
Fees, commission and brokerage (note-20.2) 1,327,082,199 1,415,299,130
Gains less losses arising from dealing in securities - -
Gains less losses arising from investment securities - -
Gains less losses arising from dealing in foreign currencies (note-24a.1) 1,361,885,986 846,275,770
Income from non-banking assets - -
Other operating income (note-25a) 652,092,975 578,501,051
Profit less losses on interest rate changes - -
24,293,305,240 17,618,480,608
Expenses:
Interest / profit paid on deposits, borrowings, etc. (note-22a) 12,647,982,518 7,823,692,541
Losses on loans, advances and lease/ investments - -
Administrative expenses (note-20.3) 2,892,284,984 2,412,688,754
Other operating expenses (note-36a) 1,074,262,109 1,022,309,415
Depreciation on banking assets (note-35a) 223,772,560 183,390,998
16,838,302,171 11,442,081,708
7,455,003,069 6,176,398,900
20.1 Interest, discount and similar income
Interest income / Profit on investments (note-21a) 16,736,821,063 12,146,731,753
Interest income on treasury bills / reverse repo / bonds (note-23a) 2,625,327,712 1,966,263,330
Gain on Discounted bond / bills (note-23a) 257,036,124 120,766,431
Gain on sale of shares (note-23a) 756,849 24,782,753
Gain on Govt. security trading (note-23a) 788,267,323 476,660,326
Interest on debentures (note-23a) 76,442,500 31,824,014
20,484,651,571 14,767,028,607
20.2 Fees, commission and brokerage
Commission (note-24a) 1,326,938,557 1,141,444,561
Settlement fee-PBIL (note-24a) 143,642 273,854,569
1,327,082,199 1,415,299,130
20.3 Administrative expenses
Salary and allowances (note-26a) 2,057,909,184 1,684,259,223
Rent, taxes, insurance, electricity, etc. (note-27a) 367,568,017 312,077,040
Legal expenses (note-28a) 16,312,942 19,732,334
Postage, stamp, telecommunication, etc. (note-29a) 132,056,013 123,179,310
Stationery, printing, advertisement, etc. (note-30a) 257,637,681 223,270,166
Managing Director's salary and fees (note-31) 9,003,067 8,980,000
Directors' fees (note-32a) 3,569,924 4,655,876
Auditors' fees (note-33a) 522,500 575,000
Repair of Bank's assets (note-35a) 47,705,656 35,959,805
2,892,284,984 2,412,688,754
21 Consolidated interest income / profit on investment
17,574,814,286 12,695,374,976
Amount in Taka
2011 2010
[ 243 ]
21a Interest income / profit on investment of the Bank
Loans (General) / Musharaka 2,551,440,959 1,929,370,370
Loans against imported merchandise / Murabaha 15,668,727 12,713,087
Loans against trust receipts 2,698,497,831 1,888,650,504
Packing credit 87,132,916 60,455,495
House building loan 536,026,859 406,845,771
Lease finance / Izara 959,110,578 700,829,600
Hire purchase 785,041,613 572,745,981
Payment against documents 152,789,156 102,139,249
Cash credit / Bai-Muajjal 2,360,815,069 1,673,174,897
Secured overdraft 3,479,183,655 2,479,098,224
Consumer credit scheme 1,523,925,257 1,177,001,988
Portfolio loan - 44,701,701
Staff loan 89,705,776 57,351,219
Small and Medium Enterprise (SME) 355,645,152 118,083,169
Forced loan 43,461,973 30,943,863
Documentary bills purchased 900,572,000 696,222,602
Interest income from credit card 146,824,613 120,608,183
Other loans and advances / Investments 848,365 -
Total interest / profit on loans and advances / investments 16,686,690,500 12,070,935,902
Interest / profit on balance with other banks and financial institutions 264,038 12,853,690
Interest on call loans 17,383,333 35,842,083
Interest / profit received from foreign banks 32,483,192 27,100,078
16,736,821,063 12,146,731,753
22 Consolidated interest / profit paid on deposits, borrowings, etc.
13,043,496,475 8,047,100,451
22a Interest / profit paid on deposits, borrowings, etc. of the Bank
i) Interest / profit paid on deposits:
Savings bank / Mudaraba savings deposits 634,221,636 499,436,948
Short term deposits 323,417,623 243,490,848
Deposits under scheme 3,192,276,062 2,708,153,315
Foreign currency deposits (note-22a.1) 2,490,466 1,793,284
Others 8,773,346 7,055,967
11,590,026,661 7,398,260,223
ii) Interest / Profit paid for borrowings:
Call deposits 179,134,736 40,718,472
Repurchase agreement (repo) 528,697,715 88,328,597
Bangladesh Bank-refinance 24,099,356 19,297,575
Local bank accounts 23,992,420 17,133,545
Foreign bank accounts 100,241 1,642,074
Islamic Bond Fund 14,431,389 -
PBL bond 287,500,000 258,312,055
1,057,955,857 425,432,318
12,647,982,518 7,823,692,541
Amount in Taka
2011 2010
[ 244 ]
22a.1 Foreign currency deposits
Interest / profit paid on F.C 458,941 746,772
Interest / profit paid on N.F.C.D 1,680,854 915,471
Interest / profit paid on R. F.C.D 350,671 131,041
2,490,466 1,793,284
23 Consolidated investment income
4,282,336,459 2,717,663,244
23a Investment income of the bank
Interest on treasury bills / Reverse repo / bonds 2,625,327,712 1,966,263,330
Interest on debentures / bonds 76,442,500 31,824,014
Gain on discounted bond / bills 257,036,124 120,766,431
Gain on sale of shares 756,849 24,782,753
Gain on Govt. security trading 788,267,323 476,660,326
Dividend on shares (note-23a.1) 467,592,509 11,376,050
4,215,423,017 2,631,672,904
23a.1 Dividend on Share included dividend income of Tk. 449,999,991.00 & Tk. 5,655,667.48 from subsidiaries (Prime Bank
Investment Limited and Prime Exchange Co. Pte. Ltd., Singapore) respectively.
24 Consolidated commission, exchange and brokerage
2,916,034,666 2,718,207,140
24a Commission, exchange and brokerage of the Bank
Commission on L/Cs 342,140,821 290,297,756
Commission on L/Cs-back to back 571,342,706 477,725,644
Commission on L/Gs 315,888,659 240,537,694
Commission on remittance 64,334,299 54,069,284
Commission for services rendered to issue of shares 244,259 33,482
Merchant Commission 7,447,912 58,067,085
Underwriting Commission regarding Treasury bill/ Bond 17,174,070 9,011,250
Commission from sale of BSP /PSP 8,365,831 11,702,366
1,326,938,557 1,141,444,561
Exchange gain (note - 24a.1) - including gain from FC dealings 1,361,885,986 846,275,770
Settlement fees / Brokerage 143,642 273,854,569
2,688,968,185 2,261,574,900
24a.1 Exchange gain
Exchange gain 1,360,253,211 842,031,465
Exchange gain-credit card 1,632,775 4,244,305
Less: Exchange loss - -
1,361,885,986 846,275,770
Amount in Taka
2011 2010
[ 245 ]
25 Consolidated other operating income
Prime Bank Limited (note-25a) 652,092,975 578,501,051
Prime Exchange Co. Pte. Ltd., Singapore 344,331 270,958
800,180,919 708,461,224
25a Other operating income of the Bank
Rent recovered 5,457,287 4,447,552
Service and other charges 60,034,388 42,627,002
Management fees-share - 253,835
Retail Income 197,319,531 177,172,864
Income from ATM service 55,246,951 37,251,702
Credit card income (note-25a.2) 34,549,851 35,190,425
Postage / telex / SWIFT/ fax recoveries 100,527,229 92,088,223
Incidental charges 111,233 65,918
Rebate from foreign Bank outside Bangladesh 106,866,438 96,801,744
Foreign correspondent charges - -
Profit on sale of fixed assets 50,520 3,400,000
Miscellaneous earnings (note-25a.1) 91,929,547 89,201,786
652,092,975 578,501,051
25a.1 Miscellaneous earnings include syndication fee, commission from foreign remittance house / bank, notice fee and
sale proceeds of various items, etc.
25a.2 Credit card income
Annual fees 18,873,535 18,314,463
Inter-change fees, 13,472,340 10,105,256
Others 2,203,976 6,770,706
34,549,851 35,190,425
26 Consolidated salaries and allowances
2,115,203,200 1,722,050,368
26a Salaries and allowances of the Bank
Basic pay 773,582,044 635,405,743
Allowances 581,130,549 490,522,558
Bonus 482,885,431 402,593,105
Bank's contribution to provident fund 68,284,661 54,532,977
Retirement benefits 2,026,499 1,204,840
Gratuity 150,000,000 100,000,000
2,057,909,184 1,684,259,223
Amount in Taka
2011 2010
[ 246 ]
27 Consolidated rent, taxes, insurance, electricity, etc.
380,655,058 318,646,910
27a Rent, taxes, insurance, electricity, etc. of the Bank
Rent, rate and taxes 186,694,137 178,987,967
Lease rent 7,998,996 8,692,250
Insurance 107,582,930 66,856,547
Power and electricity 65,291,954 57,540,276
367,568,017 312,077,040
28 Consolidated legal expenses
16,766,156 20,307,334
28a Legal expenses of the Bank
Legal expenses 9,963,755 5,391,905
Other professional charges 6,349,187 14,340,429
16,312,942 19,732,334
29 Consolidated postage, stamp, telecommunication, etc.
Prime Bank Investment Limited 1,886,219 964,990
133,942,232 124,144,300
29a Postage, stamp, telecommunication, etc. of the Bank
Postage 17,456,614 15,696,238
Telegram, telex, fax and e-mail 48,587,510 54,605,611
Data communication 46,216,884 32,939,769
Telephone - office 18,457,953 18,713,522
Telephone - residence 1,337,052 1,224,170
132,056,013 123,179,310
30 Consolidated stationery, printing and advertisements, etc.
260,483,419 226,907,572
Amount in Taka
2011 2010
[ 247 ]
30a Stationery, printing and advertisements, etc. of the Bank
Office and security stationery 93,472,472 56,702,155
Computer consumable stationery 76,884,003 51,128,965
Publicity and advertisement 87,281,206 115,439,045
257,637,681 223,270,166
31 Managing Director's salary and fees
Basic salary 5,029,000 4,920,000
Bonus 905,000 820,000
House rent allowance 1,348,667 1,440,000
Utility allowance 687,733 720,000
House maintenance allowance 1,032,667 1,080,000
9,003,067 8,980,000
32 Consolidated Directors' fees
3,699,624 4,683,876
32a Directors' fees of the Bank
Meeting fees 1,890,000 1,946,000
Other benefits (Refreshment) 1,679,924 2,709,876
3,569,924 4,655,876
Each Director is paid Tk.5,000/- per meeting per attendance.
33 Consolidated Auditors' fees
Prime Bank Limited (note-33a) 522,500 575,000
661,500 635,000
33a Auditors' fees of the Bank
522,500 575,000
External Audit fee 522,500 575,000
34 Charges on loan losses
Loan -written off - -
Interest waived - -
- -
35 Consolidated depreciation and repair of Bank's assets
280,989,830 224,412,619
Amount in Taka
2011 2010
[ 248 ]
35a Depreciation and repair of Bank's assets
Depreciation - (see annexure-C for detail)
Fixed assets 191,689,709 157,735,414
Leased assets 5,938,900 5,068,571
197,628,609 162,803,985
Amortization -(see annexure-C for detail)
Software-core banking 23,320,407 17,763,469
Software-ATM 2,823,544 2,823,544
26,143,951 20,587,013
Repairs
Building 4,137,754 1,894,085
Office equipment 24,256,541 17,952,560
Bank's vehicles 7,420,205 5,710,765
Maintenance 6,263,050 7,545,999
47,705,656 35,959,805
271,478,216 219,350,803
36 Consolidated other expenses
1,163,574,236 1,118,899,433
36a Other expenses of the Bank
Security and cleaning 109,739,315 80,671,327
Entertainment 63,403,977 57,486,290
Car expenses 90,273,502 85,290,485
ATM expenses 75,129,985 58,346,049
Retail expenses 96,229,925 46,514,120
Books, magazines and newspapers, etc. 1,737,214 1,404,603
Liveries and uniforms 486,314 342,025
Medical expenses 287,968 1,142,538
Bank charges and commission paid 10,373,817 14,840,546
Loss on sale of fixed assets 216,836 120,574
Loss on sale of shares - 69,839,579
Loss on sale of security trading (HFT) 57,042,155 66,673,361
Loss on sale of security trading (HTM) 1,087,752 -
Finance charge for lease assets 3,932,865 3,830,903
House furnishing expenses 3,173,226 4,625,724
Subscription to institutions 8,901,562 19,458,030
Donations 12,905,540 21,482,410
Traveling expenses 23,966,389 24,552,647
Expenses for merchant banking 12,750,590 28,773,605
Local conveyance, labor, etc. 26,612,003 18,037,993
Business development 17,448,135 8,282,373
Training and internship 13,736,209 12,417,958
Remittance charges 8,139,212 6,667,103
Cash reward to branches 5,160,000 5,007,922
Laundry, cleaning and photographs, etc. 5,176,223 5,022,152
Credit card expenses 39,180,836 75,130,678
Consolidated salary (staff) 26,575,532 21,847,853
Annual General Meeting 1,262,856 939,000
Exgratia 9,961,042 6,972,112
Welfare fund 13,600,000 11,100,000
Prime Bank Foundation 271,900,000 221,500,000
Miscellaneous expenses 63,871,129 43,989,455
1,074,262,109 1,022,309,415
Amount in Taka
2011 2010
[ 249 ]
37 Consolidated provision for loans, investments,
off balance sheet exposure & other assets
Provision for bad and doubtful loans and advances / investments-PBL (37a) 226,000,000 120,000,000
Provision for unclassified loans and advances / investments-PBL (37a) 305,000,000 120,000,000
Provision for off-shore banking units-PBL - 30,000,000
Provision for off-balance sheet exposure-PBL (37a) 130,000,000 270,000,000
Provision for diminution in value of investments-PBIL 388,952,446 11,047,554
Provision for diminution in value of investments-PBSL 988,820 -
Provision for other assets - -
1,050,941,266 551,047,554
37a Provision for loans, investments, off balance sheet
exposure & other assets of the Bank
Provision for bad and doubtful loans and advances / investments 226,000,000 120,000,000
Provision for unclassified loans and advances / investments 305,000,000 120,000,000
Provision for off-shore banking units - 30,000,000
Provision for off-balance sheet exposure 130,000,000 270,000,000
Provision for diminution in value of investments - -
661,000,000 540,000,000
38 Consolidated tax expenses
Current tax
Prime Exchange Co. Pte. Ltd., Singapore (250,096) 461,158
3,172,444,671 2,581,289,160
Deferred tax
224,500,000 250,000,000
3,396,944,671 2,831,289,160
38a Tax expenses of The Bank
Current tax 2,907,320,000 2,285,000,000
Deferred tax 224,500,000 250,000,000
3,131,820,000 2,535,000,000
39 Consolidated receipts from other operating activities
Prime Exchange Co. Pte. Ltd., Singapore 344,331 270,958
1,913,154,655 1,533,733,309
Amount in Taka
2011 2010
[ 250 ]
39a Receipts from other operating activities of the Bank
Income from merchant banking operation - -
Rent recovered 5,457,287 4,447,552
Credit card income 34,549,851 35,190,425
Retail Income 197,319,531 177,172,864
Income from ATM services 55,246,951 37,251,702
Postage / Telex / Fax / SWIFT charge recoveries 100,527,229 92,088,223
Incidental charges 111,233 65,918
Rebate from foreign Bank outside Bangladesh 106,866,438 96,801,744
Foreign correspondent charges - 253,835
Gain from sale of treasury bond / shares 1,046,060,296 625,609,510
Miscellaneous earnings 91,980,066 89,201,785
1,698,153,270 1,317,782,795
40 Consolidated payments for other operating activities
1,474,942,424 1,158,736,811
40a Payments for other operating activities of the Bank
Rent, rates and taxes 367,568,017 312,077,039
Legal expenses 15,067,449 19,514,057
Postage and communication charges, etc. 132,056,013 123,179,310
Directors' fees 3,569,924 4,655,876
Other expenses 851,673,720 591,077,245
1,369,935,123 1,050,503,527
41 (Increase) / decrease of consolidated other assets
Prime Bank Limited (note-41a) (10,082,912,212) (5,944,877,788)
Inter-company capital 39,402,808 3,755,098,024
Prime Bank Investment Limited (104,667,976) (61,894,432)
Prime Bank Securities Limited (35,523,557) (9,359,615)
PBL Exchange (UK) Ltd. (2,196,579) (4,324,850)
Prime Exchange Co. Pte. Ltd., Singapore 511,307 (1,624,069)
PBL Finance (Hong Kong) Limited (1,150,083) -
(10,186,536,292) (2,266,982,730)
41a (Increase)/ decrease of other assets of the Bank
T & T bonds 30,044,160,955 20,060,905,350
Stationery and stamps 15,110,147 19,779,490
Branch adjustment account 123,571,698 118,319,483
Suspense account 431,245,616 348,701,066
Encashment of PSP / BSP 153,725,551 201,454,005
Credit card 78,050,003 84,290,212
Sundry assets 3,820,039,847 3,783,873,731
34,819,119,298 24,736,207,086
(10,082,912,212) (5,944,877,788)
Amount in Taka
2011 2010
[ 251 ]
42 Increase / (decrease) of consolidated other liabilities
Prime Bank Limited (note-42a) 1,085,124,521 (4,639,066,940)
PBL Exchange (UK) Ltd. (5,137,884) 12,549,610
1,557,180,763 (4,241,963,238)
42a Increase / (decrease) of other liabilities of the Bank
F.C. held against EDF L/C 1,545,582,036 494,456,800
Exchange equalization fund 4,523,326 4,523,326
Provision for bonus 2,115,248 4,358,183
Unearned commission on bank guarantee 45,760,373 36,199,147
Other provision 457,199,437 613,458,361
Interest suspense account 494,945,990 345,187,320
2,635,077,581 1,549,953,060
1,085,124,521 (4,639,066,940)
43 Consolidated earnings per share (CEPS)
Net profit after tax (Numerator) 3,717,005,596 3,640,602,007
Number of Ordinary shares outstanding (Denominator) 779,809,558 779,809,558
Consolidated earnings per share (CEPS) 4.77 4.67
Earnings per share has been calculated in accordance with BAS - 33: "Earnings Per Share (EPS)". Previous year's
figures have been adjusted for the issue of bonus shares during the year.
43a Earnings per share (EPS) of the Bank
Net profit after tax (Numerator) 3,662,183,069 3,101,398,900
Number of Ordinary shares outstanding (Denominator) 779,809,558 779,809,558
Earnings per share (EPS) 4.70 3.98
Earnings per share has been calculated in accordance with BAS - 33: "Earnings Per Share (EPS)". Previous year's
figures have been adjusted for the issue of bonus shares during the year.
44 Number of employees of the Bank
The number of employees engaged for the whole year or part thereof who received a total remuneration of Tk. 36,000
p.a. or above were 2292.
45 Assets pledged as security for liabilities of the Bank
Treasury bills & bonds to Bangladesh Bank for Repo 7,443,355,097 7,665,220,198
Amount in Taka
2011 2010
[ 252 ]
46 Disclosure on Audit Committee of the Bank
a) Particulars of Audit Committee
The audit committee of the board was duly constituted by the Board of Directors of the Bank in accordance with
the BRPD Circular no. 12 dated December 23, 2002 of Bangladesh Bank. Pursuant of the BRPD Circular no. 08
dated June 19, 2011 The Board of Directors in its 367th meeting held on August 24, 2011 reconstituted the
current committee.
Pursuant to the BRPD Circular no. 08 dated 19.06.2011, the Audit Committee of the Board of Directors consisted
of the following 5 (Five) members of the Board:
Status with
Name Status with bank committee Educational Qualification
Prof. Ainun Nishat Director Chairman M.Sc. Engineer (Civil), Bangladesh
University of Engineering and Technology
(BUET), Ph.D. in Civil Engineering from
University of Strathclyde, Glasgow, U.K.
Mr. M. A. Khaleque Director Member M. Com. CA (CC) ICAB
Mr. Mohammad Aminul Director Member B.Sc. Engineer ( Mechanical),
Haque Bangladesh University of Engineering &
Technology (BUET)
Mr. Khandker Mohammad Director Member B.Sc. Engineer ( Mechanical),
Khaled Bangladesh University of Engineering &
Technology (BUET)
Prof. Mohammed Aslam Independent Director Member B.A. (Hons.), M.A University of Dhaka.
Bhuiyan
b) Meetings held by the Audit Committee during the year by date:
Meeting No Held on
69th 15.02.2011
70th 22.03.2011
71st 29.05.2011
72nd 21.07.2011
73rd 20.09.2011
74th 25.10.2011
75th 28.12.2011
[ 253 ]
c) Review by the Audit Committee and Recommended thereof:
i) Review the inspection reports of Branches conducted and submitted by the Bank's Internal Audit &
Inspection Division and give necessary instructions to the management for proper and prompt compliance
of the irregularities / objections stated therein.
ii) Review Internal Audit Plan for the year 2011.
iii) Review of Draft Financial Statements and after discussing with the External Auditors, recommending it to
the Board of Directors for consideration.
iv) Review on the Management Letter issued by the External Auditors, its response by the Management and
corrective measures taken by the Bank to avoid recurrence of the lapses.
v) Review of Half Yearly Financial Report of the Bank and recommending it along with its inputs for submission
to the shareholders under statutory requirement.
vi) Submission of Compliance report & Minutes to the Board along with its decisions/ for information and
concurrence of the Board on quarterly basis.
vii) Recommending setting up a Compliance Cell under Board Secretariat for reporting compliance status of
EC & Board decisions.
viii) Recommending strengthening of the Audit and Inspection Division and Board Audit Cell in terms of Logistics
and Manpower to increase their efficiency and capacity.
ix) Ensuring implementation of Compliance reports against Board and Executive Committee Meeting
observations.
x) Audit of various Divisions of Head office.
xi) Scrutinizing and recommending appointment of External Auditors of the Bank considering bank's suitability
& global acceptability.
d) Steps taken for implementation of an effective internal control procedure of the Bank :
i) Committee placed its report regularly to the Board of Directors of the Bank mentioning its review results and
recommendations on internal control system, compliance of rules and regulations and establishment of
good governance within the organization.
ii) Made special review on the status of IT Training, specifically on T-24 Software applications and security
options to make it further foolproof against any misuse.
iii) The Committee also reviewed the performance and status of SME and Agricultural loans and suggested
certain measures for implementation in Internal Control System.
[ 254 ]
47 Related Party Disclosures of the Bank
i) Names of the Directors together with a list of entities in which they have Interest Annexure-E
ii) Significant contracts where Bank is a party and wherein Directors have interest during the year 2011
(Figure in Taka)
Name of party Relationship Nature of transaction Amount
Artisan Ceramics Limited Common Director Loans & Advances and
Contingent facilities 207,384,000
The outstanding amount is represented under the Related Party transaction due to change in ownership of the
Artisan Ceramics Limited during the year 2011.The above liability is in the process of acquiring by other bank (s).
This has been duly communicated to Bangladesh Bank.
iii) Shares issued to Directors and Executives without consideration or exercisable at a discount Nil
iv) Related party transactions
Nature of party/ contract Relationship Amount
Prime Insurance Company Ltd Common Director 6,332,118
Green Delta Insurance Co. Ltd. Common Director 3,144,704
Meghna Automobiles Limited Common Director 26,540,000
Artisan Ceramics Ltd. Common Director 207,384,000
Lease agreement Common Director 1,172,448
Lease agreement Common Director 421,200
Lease agreement Common Director 3,300,000
v) Lending policies in respect of related party
a) Amount of transaction regarding loans and advances, deposits, guarantees and
commitment as on 31.12.2011 207,384,000
b) Amount of transactions regarding principal items of deposits, expenses and commission Nil
c) Amount of provision against loans and advances given to related party (Unclassified) 1,905,890
d) Amount of guarantees and commitments arising from other off-balance sheet exposures 151,155
vi) Disclosure of transaction regarding Directors and their related concerns
Name of Party Relation Type of Loan Status of Balance as on 31.12. 2011 Market Value of
the loan ( Tk. In Lac) Collateral Security
Limit Outstanding (Tk. in Lac)
Funded (CC-Hypo,
LTR, Loan General,
Artisan Common PAD & FDBP) Standard 3,555.00 1,905.89 2072.06
Ceramics Ltd. Director Non-Funded 531.35 167.95 (Land, Building &
(L/C & BG) Machineries)
vii) Business other than banking business with any relation concern to the Directors as per Section 18(2) of the
Bank Companies Act, 1991.
a) Lease agreement made with the Ex-Sponsor Director & Existing Depositor Director
Nature of contract Branch Name Name of Director and related by Remarks
Lease agreement Jubilee Road Mrs. Hasina Khan (wife of Lease agreement executed
Branch Mr. Md. Nader Khan) on 02.07.2003
Ex-Director & owner
of the premises
Lease agreement ATM Booth Mrs. Hasina Khan (wife of Lease agreement executed on
Jubilee Road Mr. Md. Nader Khan) 12.10.2011
Branch Ex-Director & owner
of the premises
[ 255 ]
Nature of contract Branch Name Name of Director and Remarks
related by
Lease agreement Gulshan Branch Prof. Ainun Nishat Mr. Ainun Nishat was not a
(Depositor Director) Director of the Bank when the
lease agreement was executed
in 2002. However, Mr. Ainun
Nishat became a Depositor
Director on 19 March 2009. He is
one of the co-sharer of the lease
premises.
b) Service receiving companies where the Directors interest subsisted during the year
Name of party Relationship Nature of transaction Amount
Prime Insurance Common Director Insurance coverage for cash transaction,
Company Ltd locker, Bank's assets, vehicles & fire
insurance for IT Hardware & Backup 6,332,118
Green Delta Common Director Insurance coverage for cash transaction,
Insurance Co. Ltd. locker, Bank's assets & fire insurance for
IT Hardware & Backup 3,144,704
Meghna
Automobiles Limited Common Director Purchase of Vehicles 26,540,000
viii) Investment in the Securities of Directors and their related concern Nil
48 Workers Participation Fund and Welfare Fund
SRO-336-AIN/2010 dated 5-10-2010 issued by Ministry of Labor and Employment and published in Bangladesh
gazette on 7-10-2010 declaring the status of business of certain institutions and companies (like mobile operating
companies, mobile network service providing company, all Govt. and Non-govt. money lending companies, all
insurance companies etc. ) as Industrial Undertakings for the purposes of Chapter-XV of the Bangladesh Labour
Act, 2006 which deals with the workers participation in companys profit by way of Workers Participation Fund and
Welfare Fund (WPFWF). The Bangladesh Labour Act, 2006 requires the Industrial Undertakings to maintain
provision for workers profit participation fund @ 5% on net profit. However, we have obtained legal opinion from
Legal advisor in this regard where it has been stated that Prime Bank Limited does not fall under this category.
Therefore, no provision in this regard has been made in the financial statements during the year under audit.
49 Events after the Reporting Period
a) The Board of Directors in its 374th meeting decided to recommend payment of 10% (ten) cash and 20% (twenty)
stock dividend for the year 2011. The total amount of dividend is Tk.2,339,428,674 ( Two hundred thirty three crore
ninety four lac twenty eight thousand six hundred seventy four) only.
b) The Board of Directors in its 374th meeting decided to hold an Extra-Ordinary General Meeting (EGM) on the 29th
March, 2012 at 10.30 a.m. in the 'Winter Garden', Ruposhi Bangla Hotel (former Dhaka Sheraton Hotel) for
obtaining approval of the Shareholders of the Company with regard to increasing Authorised Capital of The Bank
from existing Tk. 1000,00,00,000.00 (Taka one thousand crore) to Tk. 2500,00,00,000.00 (Taka two thousand five
hundred crore) Divided into 250,00,00,000 Ordinary Shares of Tk. 10.00 (Taka Ten) each.
[ 256 ]
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[ 258 ]
Reconciliation Statement of Balance with Bangladesh Bank
1) Balance with Bangladesh Bank-Taka account
Detail Total
Balance as per Bank ledger 9,433,960,795
Unrespond debit entries in
Bangladesh Bank statement 6,217,922
Prime Bank's ledger 50,022,050 56,239,972
9,377,720,823
Unrespond credit entries in
Prime Bank's ledger 625,000 4,396,081
Balance as per Bangladesh Bank statement 9,382,116,904
2) Balance with Bangladesh Bank-Foreign currency of the Bank
Balance as per Bank ledger 1,854,968,231
Unrespond debit entries in
Prime Bank's ledger 58,090 1,240,822
1,853,727,409
Unrespond credit entries in
Prime Bank's ledger 171,902,009 195,761,622
Balance as per Bangladesh Bank statement 2,049,489,032
Annexure-A-1
[ 259 ]
Investment in Shares of the Bank
SL. Name of the Company Face No of Cost/present Average Quoted Total
No. Value shares value of cost rate per market
holdings share as on value as at
31.12.11 31.12.11
Quoted:
1 M. I. Cement Factory Ltd. 10 43,656 3,608,921 82.67 110.50 4,823,988
2 MJL Bangladesh Ltd 10 46,220 4,622,080 100.00 99.90 4,617,378
3 Federal Insurance 10 2,038 20,380 10.00 39.90 81,316
4 AB Bank Ltd. 10 100,000 6,892,375 68.92 68.30 6,830,000
5 Bank Asia Ltd. 10 100,000 3,872,420 38.72 38.20 3,820,000
6 The City Bank Ltd. 10 100,000 5,311,538 53.12 52.60 5,260,000
7 DESCO 10 41,250 4,727,166 114.60 113.50 4,681,875
8 Eastern Bank Ltd. 10 87,000 5,802,255 66.69 65.80 5,724,600
9 Jamuna Bank Ltd. 10 100,000 3,482,316 34.82 34.50 3,450,000
10 National bank Ltd. 10 70,000 4,429,698 63.28 66.80 4,676,000
11 One bank Ltd. 10 90,000 4,135,407 45.95 47.70 4,293,000
12 Titas Gas 10 150,000 11,298,243 75.32 68 10,140,000
Sub Total 58,202,799 58,398,157
Unquoted:
1 Central Depository Bangladesh Ltd. 10 2,569,443 15,694,430 6.11 - 15,694,430
2 Investment in SWIFT 2,413,761 - - 2,413,761
3 9% preference share of Brac Bank Ltd. 100,000,000 1 100,212,500 - - 100,212,500
4 NLI Ist Mutual Fund 10 1,000,000 10,000,000 - - 10,000,000
Sub Total 128,320,691 128,320,691
186,523,490 186,718,849
Annexure-B
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[ 262 ]
Name of Directors and their
interest in different entities of the Bank
Sl no. Name of Directors Status with PBL Entities where they have interest
%
of Interest
China Bangla Ceramic Industries Limited 80.04
Trustee Securities Limited 64.85
Bajnabo Textile Company Limited 6.00
Rajanigandha Cargo Limited 20.00
Bengal Tiger Cement Industries Limited 12.00
1 Mr. Md. Shirajul Islam Mollah Chairman Rajanigandha Tanker Limited 20.00
Samia CNG Station 100.00
Prime Trading Corporation 100.00
United Shipping Lines Limited 40.00
Global International Limited 2.33
Total Merchandising & Trims Limited 39.00
Fareast Stocks & Bonds Limited 7.24
Maksons Bangladesh Limited 50.00
Maksons Associates Limited 50.00
Prime Property Holdings Limited 20.00
PFI Properties Limited 10.00
Prime Prudential Fund Limited 10.00
2 Mr. M. A. Khaleque Vice Chairman Prime Financial Securities Limited 20.00
Fareast Islami Life Insurance Co. Limited 0.36
Fareast Finance & Investment Limited 1.77
GETCO Limited 37.50
GETCO Agro Vision Ltd. 27.50
GETCO Fibers Ltd. 37.50
GETCO Power Ltd. 27.00
GETCO Elevator Company Limited 30.00
GETCO Agri Technologies 40.00
Meghna Bangladesh Limited 25.00
Meghna Components Limited 33.33
Meghna Innova Rubber Company Limited 30.00
Trans-world Bi-Cycle Company Limited 36.00
Uniglory Cycle Components Limited 13.33
Uniglory Wheels Limited 20.00
Uniglory Steel Products Limited 35.00
Uniglory Cycle Industries Limited 10.00
3 Mrs. Razia Rahman Vice Chairperson Meghna Associates Limited 20.00
Meghna Rubber Industries Limited 6.66
Cycle Life Limited 25.00
Abrar Steel Industries Limited 20.00
Mahin Cycle Industries Limited 20.00
Meghna Holdings Limited 10.00
Meghna Tyres Limited 15.00
Uniglory Paper & Packaging Limited 7.50
Meghna Mainetti 20.00
Hola Limited 5.00
Concept Cycling 100.00
East Coast Shipping Lines Ltd. 25.00
East Coast Trading (Pvt.) Ltd. 20.00
EC Securities Ltd. 89.20
EC Distribution Ltd. 40.00
Bangladesh Trade Syndicate Ltd. 30.00
Green Delta Insurance Co. Ltd 0.83
The Consolidated Tea and Lands Company
4 Mr. Azam J Chowdhury Director (Bangladesh) Ltd. 10.00
Baraoora (Sylhet) Tea Company Ltd. 10.00
MJL Bangladesh Ltd (Corporate Interest) 58.36
Mobil Jamuna Fuels Ltd. (Corporate Interest) 75.00
Nordic Woods Ltd. (Corporate Interest) 45.00
EC Bulk Carriers Ltd. 20.00
Prime Finance & Investment Limited (Corporate Interest) 8.94
PFI Securities Limited (Corporate Interest) 5.13
Annexure-E
[ 263 ]
%
of Interest
Pragati Insurance Limited 5.00
Ben Ocean Lines Limited 33.33
Ben Marine Lines 40.00
Bengal Tiger Cement Industries Limited 8.50
5 Capt. Imam Anwar Hossain Director Ben Lloyd Lines Limited 10.00
Commodity & Carriage 100.00
Jamuna Resort Limited 2.50
Prime Cement Limited 90.00
Lubricants Asia Limited 5.00
Acorn Limited 25.00
Asian Gate Limited 30.00
News Crops Limited 12.50
Greenland Engineers & Tractors Limited 22.50
6 Mr. Mohammad Aminul Haque Director Machinery & Equipment Trading Company 22.50
Bangla Trac Oil & Gas Limited 50.00
Bangla Trac Power Limited 50.00
THANE Technology 25.00
Fareast Stocks & Bonds Limited 10.00
B-Trac Engineering Limited 20.00
Greenland Engineers & Tractors Company Limited 29.25
Machinery & Equipment Trading Company Limited 29.25
GETCO Limited 37.50
GETCO Trading Limited 51.00
GETCO Agro Vision Limited 20.00
GETCO Telecommunications Limited 60.00
GETCO Online Limited 48.00
GETCO Business Solutions Limited 34.00
GETCO Elevator Company Limited 30.00
7 Mr. Khandker Mohammad Khaled Director GETCO Agri-Technologies Limited 50.00
GETCO Technolabs Limited 60.00
GETCO Venture International Limited 60.00
Khaled Textile Mills Limited 50.00
Eurasia Gate Limited 50.00
K.S. Engineering & Technology Limited 25.00
Shanta Enterprise Limited 25.00
Nirala Agro Fishing Limited 25.00
Amin Jewelers Limited 75.00
Ducati Apparels Limited 33.33
8 Quazi Sirazul Islam Director City Hospital Limited 28.00
Sonar Bangla Insurance Company Limited 0.67
Bangla Gold (Pvt.) Limited 12.50
Asian Watch Limited 95.00
GQ Ball Pen Industries Limited 26.26
GQ Industries Limited 24.86
9 Qazi Saleemul Huq Director Maladesh International (Pvt.) Limited 0.13
GQ Properties Limited 42.86
GQ Foods Limited 73.34
GQ Enterprise Limited 31.06
Annexure-E Continued
[ 264 ]
%
of Interest
Prime Islami Life Insurance Co. Limited 3.33
10 Mr. Muhammad Abdul Wahhab Director Fareast Finance & Investment Limited 4.90
PFI Securities Limited 5.13
Fareast Stocks and Bonds Limited 10.00
11 Mr. Mafiz Ahmed Bhuiyan Director Shepherd World Trade Limited 62.00
International Holdings Limited 3.33
Ambia Holdings Limited 21.80
Ambia Apparels Ltd. 15.00
Ambia Steel & Re-Rolling Mills Ltd. 14.00
12 Mrs. Shahnaz Quashem Director Ambia Refinery Ltd. 50.00
Ambia Petro-gas Ltd. 18.00
Ambia Trading Corporation 50.00
Ambia Packaging Ltd. 50.00
Khan Traders 100.00
Prime Insurance Company Limited 2.56
Pedrollo NK Limited 30.00
Polyexprint Limited 25.00
13 Mrs. Hasina Khan Director Polytape Limited 20.00
Polyex Laminate Limited 20.00
Pedrollo Dairy & Horticulture Limited 30.00
Halda Valley Tea Company Limited 40.00
PNL Water Management Limited 20.00
PNL Holdings Limited 20.00
Smart Apparels (Pvt.) Limited 60.00
Smart Fashion International Limited 60.00
14 Mrs. Firoja Amin Director Textile Processing Ltd. 60.00
Smart Dress Ltd. 60.00
Smartex Ltd. 60.00
VIP Shahadat Cold Storage 25.00
15 Ms. Saheda Pervin Trisha Director VIP Shahadat Poultry & Hatchery 15.00
Prime Insurance Company Limited 0.63
M/S Palmal Packaging Ltd. 10.00
M/S Marina Apparels Ltd. 99.00
M/S Nafa Apparels Ltd. 99.00
M/S Ayesha Clothing Co. Ltd 99.00
16 Mr. Nafis Sikder Director M/S Ayesha Fashion Limited 99.00
M/S Ayesha Washing Limited 99.00
M/S Safaa Sewing Limited 99.00
M/S Palmal Logistics 51.00
M/S Aswad Composite Mills Limited 95.00
M/S Cortz Apparels Limited 99.00
Parkesine Products Limited 20.00
East Coast Trading (Pvt.) Ltd. 20.00
17 Mr. Tanjil Chowdhury Director EC Securities Ltd. 3.60
(Representative of East Cost Bangladesh Trade Syndicate Ltd. 7.50
Shipping Lines Limited) Green Delta Insurance Co. Ltd 0.60
EC Bulk Carriers Ltd. 20.00
MJL Bangladesh Limited 0.002
18 Prof. Ainun Nishat Depositor Director N/A N/A
19 Mr. Manzur Murshed Depositor Director N/A N/A
20 Prof. Mohammed Aslam Bhuiyan Independent N/A N/A
Director
Annexure-E Continued
[ 265 ]
Distribution of Profit under Islamic
Banking Operation
Distribution of profit under Islamic Banking operation
Prime Bank is operating 05 (five) Islamic Banking branches based on Islamic Shariah, which absolutely prohibits receipts
and payments of interest in any form. The operation of these 05 (five) branches are totally different from other conventional
banking branches as they operate on the basis of profit sharing arrangement.
Fixation of final profit rate for the year 2011
Provisional profit are applied to the different types of depositors at the rates to be decided by the Bank from time to time
taking into consideration of the industry trend and that of the rates of other Islamic Banks in Bangladesh. Final rates of profit
are declared annually as at 31 December in every year on the basis of income earned from different investments and other
business by individual branches and distributed as per weightage of the different deposit products.
For the year ended 31 December 2011, 70% of total investment income shall be distributed to the different types of
Mudaraba depositors (except no cost fund) according to the weightage. The remaining 30% of the investment income will
be retained by the Bank as Management Fee (25%) and Investment loss Off-setting Reserve (5%).
Final Profit rate for the year 2011 is given below:
Final rate of profit
Deposit types Weightage for the year
2011(%)
Mudaraba Saving Deposits 0.75 6.85
Mudaraba Short Notice Deposits 0.52 4.75
Mudaraba Term Deposits
36 Months 1.00 9.14
24 Months 0.98 8.96
12 Months 0.96 8.77
06 Months 0.92 8.41
03 Months 0.88 8.04
01 Month 0.88 8.04
Mudaraba Monthly Contributory Savings Scheme 1.05 9.60
Mudaraba Monthly Benefit Deposit Scheme 1.02 9.32
Mudaraba Education Savings Scheme 1.20 10.97
Mudaraba Hajj Savings Scheme 1.20 10.97
Mudaraba Double Benefit Scheme 1.02 9.32
Mudaraba Millionaire Deposit Scheme 1.05 9.60
Mudaraba Lakhpoti Deposit Scheme 1.05 9.60
Mudaraba House Building Deposit Scheme 1.05 9.60
Annexure-F
[ 266 ]
Prime Bank Limited - Islamic Branches
Balance Sheet as at 31 December 2011
PROPERTY AND ASSETS
Cash in hand 1
Cash in hand (including foreign currencies) 48,302,086 46,581,719
(including foreign currencies) - -
48,302,086 46,581,719
Balance with other banks and financial institutions 2
In Bangladesh 208,136 203,055
208,136 203,055
Placement with banks & other financial institutions 3 - -
Investments in share & securities 4
Government - -
Others - -
- -
Investments
General investments etc 5 12,546,603,759 10,665,804,088
Bills purchased and discounted 6 722,057,259 685,322,410
13,268,661,018 11,351,126,498
Fixed assets including premises 7 40,705,631 36,646,768
Other assets 8 3,175,345,374 772,163,621
Total assets 16,533,222,245 12,206,721,661
Liabilities
Placements from other banks, financial institutions and agents 9 200,000,000 -
Deposits and other accounts 10
Mudaraba savings deposits 2,266,710,947 1,544,210,525
Mudaraba term deposits 12,105,269,265 9,175,916,665
Other mudaraba deposits - -
Al-wadeeah current deposits and other deposits accounts 1,781,332,574 1,388,300,390
Bills payable 145,661,582 85,751,534
16,298,974,368 12,194,179,114
Other liabilities 11 34,247,877 12,542,547
Paid up capital - -
Statutory reserve - -
Revaluation gain / (loss) on investments - -
Revaluation reserve - -
Other reserve - -
Surplus in profit and loss account / Retained earnings - -
Total Shareholders' equity - -
Particulars Notes
Amount in Taka
2011 2010
Annexure-G
[ 267 ]
OFF- BALANCE SHEET EXPOSURE
Acceptances and endorsements 12.1 2,966,899,728 1,847,414,832
Letters of guarantee 12.2 1,197,088,153 1,890,337,555
Irrevocable letters of credit 12.3 2,149,395,458 2,221,116,844
Bills for collection 12.4 162,690,924 121,533,784
6,476,074,263 6,080,403,015
Other commitments
Other commitments - -
- -
Total Off-Balance Sheet exposure including contingent liabilities 6,476,074,263 6,080,403,015
Particulars Notes
Amount in Taka
2011 2010
[ 268 ]
Profit and Loss Account for the year ended 31 December 2011
Particulars Notes
Amount in Taka
2011 2010
Investment income 13 2,268,140,934 1,579,686,865
Profit paid on deposits 14 (1,449,728,938) (851,174,701)
Net investment income 818,411,996 728,512,164
Income from investment in shares / securities - -
Commission, exchange and brokerage 15 114,103,631 85,604,097
Other operating income 16 49,233,842 38,711,532
Total operating income (A) 981,749,469 852,827,793
Salaries and allowances 17 71,380,374 62,871,644
Rent, taxes, insurance, electricity, etc. 18 10,637,645 10,107,171
Legal expenses 19 175,870 32,700
Postage, stamp, telecommunication, etc. 20 8,476,519 7,863,895
Stationery, printing, advertisements, etc. 21 6,019,816 5,312,660
Chief Executive's salary and fees - -
Directors' fees & expenses - -
Shariah supervisory committee's fees and expenses - -
Auditors' fees - -
Charges on investment losses 22 - -
Depreciation and repair of Bank's assets 23 8,368,617 7,208,324
Zakat expenses - -
Other expenses 24 15,314,304 13,670,082
Total operating expenses (B) 120,373,145 107,066,476
Profit / (loss) before provision (C=A-B) 861,376,324 745,761,317
Provision for investments 25
Specific provision - -
Provision for off-balance sheet exposures - -
Provision for diminution in value of investments - -
Total provision (D) - -
Total profit / (loss) before taxes (C-D) 861,376,324 745,761,317
Annexure-G(i)
[ 269 ]
Cash Flow Statement for the year ended 31 December 2011
Investment income receipts in cash 1,741,779,480 1,385,365,645
Profit paid on deposits (1,230,889,597) (698,030,867)
Dividend receipts - -
Fees and commission receipts in cash 114,103,631 85,604,097
Recoveries of investments previously written off - -
Cash payments to employees (71,380,374) (62,871,644)
Income taxes paid - -
Receipts from other operating activities 49,233,842 38,711,531
Payments for other operating activities (42,972,956) (38,882,168)
Cash generated from operating activities before changes
in operating assets and liabilities 553,854,212 704,583,934
Purchase of trading securities (Treasury bills) - -
Investment to other banks - -
Investment to customers (1,917,534,519) (1,920,288,680)
Other assets (2,751,996,102) 1,890,456,797
Deposits from other banks 2,047,262,309 (1,095,925,785)
Deposits from customers 2,057,532,945 610,234,091
Other liabilities account of customers - -
Other liabilities 21,705,330 (185,838,490)
(543,030,037) (701,362,067)
Net cash from operating activities 10,824,175 3,221,867
Debentures - -
Proceeds from sale of securities - -
Payments for purchases of securities - -
Purchase of property, plant and equipment (9,098,727) (4,194,899)
Payment against lease obligation - -
Proceeds from sale of property, plant and equipment - -
Net cash used in investing activities (9,098,727) (4,194,899)
Dividend paid - -
Net Cash from financing activities - -
D) Net increase / (decrease) in cash and cash equivalents (A+B+C) 1,725,448 (973,032)
E) Effects of exchange rate changes on cash and cash equivalents - -
F) Cash and cash equivalents at beginning of the year 46,784,774 47,757,806
G) Cash and cash equivalents at end of the year (D+E+F) 48,510,222 46,784,774
Cash in hand (including foreign currencies) 48,302,086 46,581,719
(including foreign currencies) - -
Balance with other banks and financial institutions 208,136 203,055
Placement with banks & other financial institutions - -
Prize bonds - -
48,510,222 46,784,774
Particulars
Amount in Taka
2011 2010
[ 270 ]
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[ 271 ]
Prime Bank Limited-Islamic Branches
Notes to the Financial Statements for the year ended 31 December 2011 (Please see PBL notes 1-2)
Amount in Taka
2011 2010
1 Cash in hand
i) In local currency 46,823,168 44,600,020
ii) In foreign currency 1,478,918 1,981,699
Sub-total (a) 48,302,086 46,581,719
Cash with Bangladesh Bank and its agents
Balance with Bangladesh Bank - -
Balance with Sonali Bank (as agent of Bangladesh Bank) - -
Sub-total (b) - -
Grand total (a+b) 48,302,086 46,581,719
Required CRR and SLR of Islamic Branches are maintained at Head Office
2 Balance with other banks and financial institutions
In Bangladesh (note-2.1) 208,136 203,055
Outside Bangladesh (note-2.2) - -
208,136 203,055
2.1 In Bangladesh
Short-term deposit accounts
ICB Islamic Bank Ltd., Motijheel, Dhaka 15,599 15,599
ICB Islamic Bank Ltd, Sylhet 18,971 18,971
34,570 34,570
Savings accounts
Al Arafah Islami Bank Ltd. Dhaka 61,296 59,125
Bank Al Falah Ltd. Dhaka 35,416 34,794
Social Islami Investment Bank Ltd. Dhaka 76,854 74,566
173,566 168,485
2.2 Outside Bangladesh (NOSTRO Accounts) - -
208,136 203,055
3 Placement with banks & other financial institutions - -
4 Investment in share & securities - -
5 Investments
a) In Bangladesh
Quard against TDR 692,899,102 387,356,373
Bai-Murabaha (cc pledge) 3,929,345,733 3,188,580,441
Bai-Muajjal (cc hypo) 3,189,486,454 3,112,919,562
Retail investment 1,811,287,478 1,460,103,724
Izara (note-5.2) 640,978,677 687,515,569
Bai-Salam (packing credit) 112,671,581 121,918,382
Staff investment 100,878,183 80,755,712
Hire purchase 2,069,056,551 1,626,654,325
12,546,603,759 10,665,804,088
b) Outside Bangladesh - -
12,546,603,759 10,665,804,088
Inland bills purchased 686,031,463 661,918,335
Foreign bills purchased and discounted 36,025,796 23,404,075
722,057,259 685,322,410
13,268,661,018 11,351,126,498
[ 272 ]
Notes to the Financial Statements for the year ended 31 December 2011
Amount in Taka
2011 2010
5.1 Investments under the following broad categories
Investments 4,734,872,470 3,976,947,712
Bai-Murabaha / Bai-Muajjal 7,118,832,187 6,301,500,003
12,546,603,759 10,665,804,088
Bills purchased and discounted (note-6) 722,057,259 685,322,410
13,268,661,018 11,351,126,498
5.2 Izara
Lease rental receivable within 1 year 176,836,829 175,577,704
Lease rental receivable within 5 years 520,683,207 573,131,121
Lease rental receivable after 5 years 18,088,000 1,826,251
Total lease / Izara rental receivable 715,608,036 750,535,076
Less: Unearned interest receivable 74,629,359 63,019,507
Net lease / Izara finance 640,978,677 687,515,569
5.3 Investments on the basis of significant
concentration including bills purchased and discounted.
a) Investments to Directors of the Bank - -
b) Investments to Chief Executive and
other executives & officers 100,534,203 80,649,565
c) Investments to customer groups:
i) Commercial investment 832,450,507 756,056,080
ii) Export financing 929,531,086 996,434,540
iii) House building investment 1,205,731,803 1,049,901,309
iv) Retail investment 1,811,287,478 1,460,103,724
v) Small and medium enterprises 1,556,251,000 503,011,390
vi) Special program investment - -
vii) Staff investment - -
viii) Industrial investments 5,985,171,614 5,792,798,358
ix) Other investment 847,703,327 712,171,532
13,168,126,815 11,270,476,933
13,268,661,018 11,351,126,498
d) Details of Industrial investments
i) Agricultural industries 200,615,006 122,763,632
ii) Textile industries 3,478,845,642 3,115,991,483
iii) Food and allied industries 275,232,159 245,856,218
iv) Pharmaceutical industries 122,539,541 -
v) Leather, chemical, cosmetics, etc. 32,488,190 78,008,800
vi) Tobacco industries - -
vii) Cement and ceramic industries 483,672,026 345,582,672
viii) Service Industries 168,190,814 125,473,871
ix) Transport and communication industries 344,746,492 367,649,726
x) Other industries including bills purchase and discounted 878,841,745 1,391,471,956
5,985,171,614 5,792,798,358
5.4 Investments -geographical location-wise
Inside Bangladesh
Urban
Dhaka Division 9,912,388,992 8,435,938,258
Chittagong Division 3,126,517,903 2,682,995,747
Khulna Division - -
Rajshahi Division - -
Barisal Division - -
Sylhet Division 229,754,123 232,192,493
13,268,661,018 11,351,126,498
Rural
Dhaka Division - -
Chittagong Division - -
Sylhet Division - -
- -
13,268,661,018 11,351,126,498
[ 273 ]
Amount in Taka
2011 2010
5.5 Details of pledged collaterals
Collateral of movable / immovable assets 11,638,549,621 8,275,872,701
Local banks and financial institutions guarantee 59,826,451 548,121,527
Export documents 121,756,469 100,536,365
Fixed deposit receipts 717,920,046 564,628,437
FDR of other banks - 21,816,934
Personal guarantee 497,187,982 1,167,863,484
Other securities 233,420,449 672,287,050
13,268,661,018 11,351,126,498
5.6 Particulars of investments
i) Investments considered good in respect of which the Bank is
fully secured 12,538,050,331 8,962,854,437
ii) Investments considered good against which the Bank holds no
security other than the debtors' personal guarantee 497,190,238 1,167,863,484
iii) Investments considered good secured by the personal undertaking
of one or more parties in addition to the personal guarantee of the debtors 233,420,449 1,220,408,577
iv) Investments adversely classified; provision not maintained
there against - -
13,268,661,018 11,351,126,498
v) Investments due by directors or officers of the banking company
or any of them either separately or jointly with any other persons 100,534,203 80,649,565
vi) Investments due from companies or firms in which the directors of
the Bank have interest as directors, partners or managing agents
or in case of private companies, as members - -
vii) Maximum total amount of investments, including temporary
investment made at any time during the year to directors or
managers or officers of the banking company or any of them
either separately or jointly with any other person. 100,534,203 80,649,565
viii) Maximum total amount of investments, including temporary
investments granted during the year to the companies or firms
in which the directors of the banking company have interest as
directors, partners or managing agents or in the case of private
companies, as members - -
ix) Due from banking companies - -
x) Classified investments
a) Classified investments on which profit
has not been charged (note-5.7) 65,061,000 56,304,000
b) Provision on classified investments 21,485,100 20,321,000
c) Provision kept against investments classified as bad debts 14,843,000 12,313,000
d) Profit Suspense Account (note-11) 29,024,980 10,594,016
xi) Cumulative amount of written off investments
Opening Balance - -
Amount written off during the year - -
- -
Amount realised against investments previously written off - -
The amount of written off investments
for which law suits have been filed - -
[ 274 ]
5.7 Classification of investments
Unclassified
Standard including staff investment 13,111,506,018 10,460,432,000
Special mention account (SMA) 92,094,000 38,292,000
13,203,600,018 10,498,724,000
Classified
Sub-standard 33,615,000 36,295,000
Doubtful 9,711,000 4,394,000
Bad / Loss 21,735,000 15,615,000
65,061,000 56,304,000
13,268,661,018 10,555,028,000
5.8 Particulars of required provision for investments
Base Rate
Status for provision (%)
General Provision
Investments (Excluding SMA) 13,111,506,018 *Various 217,834,900 170,260,050
Special mention account (SMA) 82,180,000 5 4,109,000 1,741,950
221,943,900 172,002,000
*General provision is kept @ 1% on general investments and 2% on
small enterprise financing and 5% on consumer financing.
Specific provision
Sub-standard 14,053,000 20 2,810,600 6,147,000
Doubtful 7,663,000 50 3,831,500 1,861,000
Bad / Loss 14,843,000 100 14,843,000 12,313,000
21,485,100 20,321,000
Required provision for investments 243,429,000 192,323,000
Provision maintained by Head Office 243,429,000 192,323,000
Excess / (short) provision at 31 December 2011 - -
5.9 Particulars of required provision for Off-balance Sheet Exposures
Base Rate
for provision 1%
Acceptances and endorsements less margin 2,966,899,728 29,668,997 18,474,148
Letter of guarantee less margin 1,197,088,153 11,970,882 18,903,376
Letter of credit less margin 2,149,395,458 21,493,955 22,211,168
Required provision on Off-balance Sheet Exposures 63,133,833 59,588,692
Provision maintained by Head Office 63,133,833 59,588,692
Excess / (short) provision at 31 December 2011 - -
Payable in Bangladesh 686,031,463 661,918,335
Payable outside Bangladesh 36,025,796 23,404,075
722,057,259 685,322,410
Amount in Taka
2011 2010
[ 275 ]
7 Fixed assets including premises, furniture and fixtures
Property, Plant & Equipment
Land - -
Building 7,951,751 8,155,642
Office equipment and machinery 11,377,346 11,392,885
Vehicles 6,944,037 2,484,950
Leased vehicles 1,070,333 -
Library books 1,120 1,400
40,705,631 36,646,768
ATM
Hardware & equipment - -
Furniture & fixture - -
Interior decoration - -
- -
40,705,631 36,646,768
Less: Accumulated depreciation - -
40,705,631 36,646,768
Intangibles assets
Software-core banking - -
Software-ATM - -
Cost of intangibles assets - -
Less: Accumulated amortization - -
- -
Net book value at the end of the year 40,705,631 36,646,768
8 Other assets
Stationery and stamps 362,381 377,657
Profit receivable 526,361,454 194,321,218
Advance income tax - -
Branch adjustments account 2,644,960,989 572,268,528
Migration account (121,393) -
Suspense account 107,795 223,340
Islamic transit account - -
Sundry assets 1,000 22,578
3,175,345,374 772,163,621
9 Borrowings from other banks, financial institutions and agents
In Bangladesh 200,000,000 -
200,000,000 -
10 Deposits and other accounts
Deposits from banks (note -10.1.a) 3,624,586,184 1,577,323,875
Deposits from customers (note-10.1.b) 12,674,388,184 10,616,855,239
16,298,974,368 12,194,179,114
10.1 a) Deposits from Banks
Al-wadeeah current deposits - -
Bills payable - -
Mudaraba savings deposits 855,358,468 359,871,719
Mudaraba special notice deposits 769,257,716 217,472,156
Mudaraba fixed deposits 1,999,970,000 999,980,000
3,624,586,184 1,577,323,875
Amount in Taka
2011 2010
[ 276 ]
Sl No. Name of Bank Type of Account
1 Al Arafah Islami Bank Ltd MSB 11,168,569 22,676,227
2 Bank Al-Falah MSB 584,671 10,519,989
3 Social Islami Bank Ltd MSB 837,689,105 321,764,648
4 Islami Bank Bangladesh Ltd MSB 5,916,123 4,910,855
Sub Total 855,358,468 359,871,719
5 Exim Bank Ltd MSND 22,307,715 7,327,224
6 ICB Islamic Bank Ltd MSND 1,978,848 106,671,327
7 Social Islami Bank Ltd MSND 8,730 9,058
8 Shahjalal Islami Bank Ltd MSND 235,597,457 103,464,547
9 Islami Bank Bangladesh Limited MSND 509,364,966 -
Sub Total 769,257,716 217,472,156
10 Al Arafah Islami Bank Ltd MTDR - 999,980,000
11 Islami Bank Bangladesh Limited MTDR 1,999,970,000 -
Sub Total 1,999,970,000 999,980,000
Grand Total 3,624,586,184 1,577,323,875
b) Customer Deposits
i) Al wadeeah current deposits and other accounts
Al-wadeeah current deposits 510,694,300 483,012,046
Foreign currency deposits 81,493,770 7,706,897
Security deposits 8,091,331 746,302
Sundry deposits 1,181,053,173 896,835,145
1,781,332,574 1,388,300,390
ii) Bills payable
Pay orders issued 141,131,970 74,032,185
Pay slips issued 70,594 252,228
Demand draft payable 4,459,018 11,467,121
Foreign demand draft - -
T. T. payable - -
145,661,582 85,751,534
iii) Mudaraba savings deposits 1,411,352,479 1,184,338,806
iv) Mudaraba term deposits
Mudaraba fixed deposits 6,658,510,363 5,529,095,061
Non resident Taka deposits 2,205 2,205
Mudaraba special scheme deposits 2,259,472,418 1,909,609,329
9,336,041,549 7,958,464,509
12,674,388,184 10,616,855,239
16,298,974,368 12,194,179,114
c) Deposits and other accounts
Deposits from banks (note -10.1.a) - -
Deposits from customers (note-10.1.b.i) 1,781,332,574 1,388,300,390
1,781,332,574 1,388,300,390
Bills payable
Deposits from banks (note -10.1.a) - -
Deposits from customers (note-10.1.b.ii) 145,661,582 85,751,534
145,661,582 85,751,534
Savings bank / mudaraba savings deposits
Deposits from banks (note -10.1.a) 855,358,468 359,871,719
Deposits from customers (note-10.1.b.iii) 1,411,352,479 1,184,338,806
2,266,710,947 1,544,210,525
Amount in Taka
2011 2010
[ 277 ]
Deposits from banks (note -10.1.a) 2,769,227,716 1,217,452,156
Deposits from customers (note-10.1.b.iv) 9,336,041,549 7,958,464,509
12,105,269,265 9,175,916,665
16,298,974,368 12,194,179,114
11 Other liabilities
Unearned commission on guarantee - -
Obligation under finance lease - -
Provision for unclassified investments - -
Provision for classified investment - -
Provision for off-balance sheet exposure - -
Interest suspense account 29,024,980 10,594,016
34,247,877 12,542,547
12 Contingent liabilities
12.1 Acceptances and endorsements
Back to back bills (Foreign) 2,454,716,959 1,416,800,664
Back to back bills (Local) 794,887,752 560,607,514
Back to back bills (EPZ) 44,771,351 2,995,242
3,294,376,062 1,980,403,420
Less: Margin (327,476,334) (132,988,588)
2,966,899,728 1,847,414,832
12.2 Letters of guarantee
Letters of guarantee (Local) 903,232,150 1,769,620,017
Letters of guarantee (Foreign) 330,055,946 160,927,450
Foreign counter guarantees - -
1,233,288,096 1,930,547,467
Less: Margin (36,199,943) (40,209,912)
1,197,088,153 1,890,337,555
Money for which the Bank is contingently liable in respect
of guarantees given favoring:
Directors or officers - -
Government 1,108,705 152,595,005
Banks and other financial institutions 930,102,770 1,570,823,792
Others 302,076,621 207,128,670
1,233,288,096 1,930,547,467
Less: Margin (36,199,943) (40,209,912)
1,197,088,153 1,890,337,555
12.3 Irrevocable Letters of Credit
Letters of credit (Sight) 1,043,230,675 739,940,944
Letters of credit (Deferred) 1,012,205,240 1,531,788,784
Back to back L/C 520,168,209 364,872,207
Bank's liabilities PAD - -
2,575,604,124 2,636,601,935
Less: Margin (426,208,666) (415,485,091)
2,149,395,458 2,221,116,844
Amount in Taka
2011 2010
[ 278 ]
12.4 Bills for collection
Outward local bills for collection - -
Outward foreign bills for collection 163,403,974 130,056,371
Inward local bills for collection - -
Inward foreign bills for collection - -
163,403,974 130,056,371
Less: Margin (713,050) (8,522,587)
162,690,924 121,533,784
13 Investment income
i) Income from general investment
Bai-Murabaha (cc pledge) 473,236,104 445,882,807
Bai-Muajjal (cc hypo) 449,039,182 300,497,398
Retail investment loan 226,738,692 184,278,788
Izara 102,585,773 72,838,944
Bai-Salam (packing credit) 10,692,730 5,753,068
Staff loan 5,367,968 3,735,233
Hire purchase 256,398,245 192,916,970
Other investments 581,157,850 255,294,748
Inland bills purchased 97,967,658 71,080,240
Sub-total (i) 2,268,134,387 1,579,680,917
ii) Profit on deposits with other Islamic banks
In Bangladesh 6,547 5,948
Out side Bangladesh - -
Sub-total (ii) 6,547 5,948
Grand total (i+ii) 2,268,140,934 1,579,686,865
14 Profit paid on deposits
a) Profit paid on deposits:
Mudaraba savings deposits 93,942,793 56,089,400
Mudaraba term deposits 978,435,287 482,517,637
Bearer certificate of deposits 85,244,158 96,284,041
Mudaraba special scheme deposits 220,885,638 197,719,209
Foreign currency deposits - 10,457
Others 75,575 607
1,435,297,549 851,174,701
b) Interest / Profit paid for borrowings:
Bangladesh Bank - -
Islamic Bond Fund 14,431,389 -
14,431,389 -
1,449,728,938 851,174,701
15 Commission, exchange and brokerage
Commission on L/Cs-sight 24,221,526 21,607,932
Commission on L/Cs-deferred 6,102,915 5,509,537
Commission on L/Cs-back to back 38,659,972 24,477,472
Commission on L/Gs 18,290,576 14,489,341
Commission on remittance 2,238,591 1,986,950
Other commission 56,067 80,164
89,569,647 68,151,396
Exchange gain (note - 15.1) - including gain from FC dealings 24,533,984 17,452,701
Settlement fees / Brokerage - -
114,103,631 85,604,097
Amount in Taka
2011 2010
[ 279 ]
15.1 Exchange gain
Exchange gain 24,533,984 17,452,701
Less: Exchange loss - -
24,533,984 17,452,701
16 Other operating income
Rent recovered 429,377 256,751
Retail Income 19,361,446 14,164,609
Postage / telex / SWIFT/ fax recoveries 3,276,224 3,153,795
Gain on sale of assets - -
Incidental charges - -
Rebate from foreign Bank 3,844,192 4,211,661
Foreign correspondent charges - -
Miscellaneous earnings (note-16.1) 17,144,303 13,294,998
49,233,842 38,711,532
16.1 Miscellaneous earnings include syndication fee, commission from
foreign remittance house / bank and sale proceeds of various items, etc.
17 Salaries and allowances
Basic pay 35,724,009 31,182,318
Allowances 27,132,733 24,107,161
Bonus 5,284,450 4,913,650
Bank's contribution to provident fund 3,239,182 2,668,515
71,380,374 62,871,644
18 Rent, taxes, insurance, electricity, etc.
Lease rent 23,866 880
Insurance 786,342 510,977
Power and electricity 3,145,778 2,823,917
10,637,645 10,107,171
19 Legal expenses
Legal expenses 175,870 32,700
Other professional charges - -
175,870 32,700
20 Postage, stamp, telecommunication, etc.
Postage 1,121,635 1,024,273
Telegram, telex, fax and e-mail 3,831,804 4,529,150
Data communication 2,856,468 1,623,277
Telephone - office 635,714 624,913
Telephone - residence 30,898 62,282
8,476,519 7,863,895
21 Stationery, printing and advertisements, etc.
Office and security stationery 2,391,134 2,588,926
Computer consumable stationery 3,403,078 2,651,926
Publicity and advertisement 225,604 71,808
6,019,816 5,312,660
22 Charges on loan losses
Loan -written off - -
Interest waived - -
- -
Amount in Taka
2011 2010
[ 280 ]
23 Depreciation and repair of Bank's assets
Depreciation
Fixed assets 5,039,864 5,226,145
Leased assets - -
5,039,864 5,226,145
Repairs
Building 133,357 196,662
Furniture and fixtures 980,779 263,795
Office equipment 1,383,913 1,126,197
Bank's vehicles 130,480 178,185
Maintenance 700,224 217,340
3,328,753 1,982,179
8,368,617 7,208,324
24 Other expenses
Entertainment 3,249,146 2,805,444
Car expenses 3,414,506 2,853,813
Books, magazines and newspapers, etc. 32,364 34,566
Medical expenses - -
Bank charges and commission paid 600 300
Loss on sale of assets - 48,706
Finance charge for lease assets - 72,825
Donations - -
Traveling expenses 940,660 605,909
Local conveyance, labor, etc. 743,527 611,007
Business development 5,140 18,685
Training and internship 182,200 420,260
Remittance charges 678,788 544,338
Laundry, cleaning and photographs, etc. 453,730 462,045
Exgratia 381,500 270,000
Miscellaneous expenses 550,653 636,341
15,314,304 13,670,082
25 Provision for investments & off -balance sheet exposure
Provision for bad and doubtful investments - -
Provision for unclassified investments - -
Provision for off-balance sheet exposure - -
- -
Amount in Taka
2011 2010
[ 281 ]
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[ 283 ]
High Lights of the Bank
(Taka in million)
Sl no. Particulars 2011 2010
1 Paid-up capital 7,798.10 5,776.37
2 Total capital (Consolidated) 24,272.56 21,482.57
3 Total capital (Solo Basis) 24,112.34 20,910.61
4 Capital surplus / (deficit) (Consolidated) 4,834.60 4,945.35
5 Capital surplus / (deficit) (Solo Basis) 4,786.63 4,446.62
6 Total assets 199,950,49 154,342.06
7 Total deposits 159,815.72 124,573.63
8 Total loans and advances / investments 139,408.89 116,056.52
9 Total contingent liabilities and commitments 101,055.11 87,299.47
10 Credit deposit ratio 87.23% 93.16%
11 Percentage of classified loans / investments against
total loans and advances / investments 1.37% 1.18%
12 Profit after tax and provision 3,662.18 3,101.40
13 Amount of classified loans / investments during the year 1,908.25 1,367.69
14 Provisions kept against classified loans / investments 778.23 642.14
15 Provision surplus / (deficit) against classified loans / investments 110.52 46.46
16 Cost of fund 8.15% 6.39%
17 Interest earning assets 176,302.81 137,577.06
18 Non-interest earning assets 23,647.69 16,765.00
19 Return on investment (ROI) 15.09% 13.02%
20 Return on assets (ROA) 2.07% 2.22%
21 Income from investment 4,215.42 2,631.67
22 Earnings per share (Taka) 4.70 3.98
23 Net income per share (Taka) 4.70 3.98
24 Price earning ratio (times) 9.48 23.74
Annexure-J
[ 285 ]
Particulars Notes 2011 2010
USD Taka Taka
PROPERTY AND ASSETS
Cash
In hand (including foreign currencies) - - -
Balance with Bangladesh Bank and its agent bank (s) - - -
(including foreign currencies) - - -
Balance with other banks and financial institutions
In Bangladesh 3 2,903,621 237,669,828 310,715,640
Outside Bangladesh 5,384 440,662 368,000
2,909,005 238,110,490 311,083,640
Loans and advances
Loans, cash credits, overdrafts, etc. 4 35,856,487 2,934,957,412 4,468,977,526
Bills purchased and discounted 5 6,541,102 535,408,180 420,157,743
42,397,589 3,470,365,592 4,889,135,269
Fixed assets including premises, furniture and fixtures 6 55,982 4,582,311 3,119,625
Other assets 7 1,677 137,307 117,836
Non - banking assets - - -
Total assets 45,364,253 3,713,195,700 5,203,456,370
Liabilities
Borrowings from other banks, financial institutions and agents 8 39,238,940 3,211,821,032 4,693,549,476
Deposits and other accounts
Current deposits 9 2,578,571 211,063,517 365,715,693
Bills payable - - -
Savings bank deposits - - -
Term deposits - - -
Bearer certificate of deposit - - -
2,578,571 211,063,517 365,715,693
Other liabilities 10 3,546,742 290,311,151 144,191,201
Total liabilities 45,364,253 3,713,195,700 5,203,456,370
Paid up capital - - -
Statutory reserve - - -
Foreign currency gain - - -
Other reserve - - -
Deficit in profit and loss account / Retained earnings - - -
Total Shareholders' equity - - -
Total liabilities and Shareholders' equity 45,364,253 3,713,195,700 5,203,456,370
[ 286 ]
USD Taka Taka
OFF- BALANCE SHEET EXPOSURES
Acceptances and endorsements 329,607 26,979,289 32,534,957
Letters of guarantee 227,296 18,604,817 16,081,107
Irrevocable letters of credit 10,704,364 876,183,273 787,317,550
Bills for collection 1,872,474 153,267,389 276,874,884
Other contingent liabilities - - -
13,133,741 1,075,034,768 1,112,808,498
Other commitments
Documentary credits and short term trade -related transactions - - -
Forward assets purchased and forward deposits placed - - -
Undrawn note issuance and revolving underwriting facilities - - -
Undrawn formal standby facilities , credit lines and other commitments - - -
Liabilities against forward purchase and sale - - -
Other commitments - - -
- -
Total Off-Balance Sheet exposures including contingent liabilities 13,133,741 1,075,034,768 1,112,808,498
[ 287 ]
Profit and Loss Account for the year ended 31 December 2011
USD Taka Taka
Interest income 12 1,791,679 136,707,445 123,573,066
Interest paid on deposits, borrowings, etc. 13 (506,112) (38,616,994) (34,185,940)
Net interest 1,285,567 98,090,451 89,387,126
Commission, exchange, brokerage, etc. 14 387,518 29,568,129 20,244,083
Other operating income 15 87,398 6,668,604 4,350,529
Total operating income (A) 1,760,484 134,327,184 113,981,738
Salaries and allowances 16 120,772 9,215,024 7,306,405
Rent, taxes, insurance, electricity, etc. 17 10,052 766,946 693,798
Legal expenses 354 27,047 218,276
Postage, stamp, telecommunication, etc. 18 1,949 148,704 157,310
Stationery, printing, advertisements, etc. 19 2,322 177,140 174,424
Auditors' fees - - -
Depreciation and repair of Bank's assets 20 9,293 709,091 468,918
Other expenses 21 49,577 3,782,774 6,440,275
Total operating expenses (B) 194,318 14,826,724 15,459,406
Profit / (loss) before provision (C=A-B) 1,566,165 119,500,460 98,522,332
Provision for loans and advances / investments
Specific provision - - -
General provision - - -
Provision for diminution in value of investments - - -
Other provision - - -
Total provision (D) - - -
Total profit / (loss) before taxes (C-D) 1,566,165 119,500,460 98,522,332
Provision for taxation
Current tax - - -
Deferred tax - - -
- - -
Net profit / (loss) after taxation 1,566,165 119,500,460 98,522,332
[ 288 ]
Cash Flow Statement for the year ended 31 December 2011
USD Taka Taka
Interest receipts in cash 1,791,679 136,707,445 123,573,066
Interest payments (506,112) (38,616,994) (34,185,940)
Fees and commission receipts in cash 387,518 29,568,129 20,244,083
Cash payments to employees (120,772) (9,215,024) 7,306,405
Cash payments to suppliers (17,807) (1,358,680) (1,099,403)
Receipts from other operating activities 87,398 6,668,604 4,350,529
Payments for other operating activities (47,075) (3,591,849) (6,614,795)
Cash generated from operating activities before changes
in operating assets and liabilities 1,574,831 120,161,631 113,573,945
Loans and advances to other banks - - -
Loans and advances to customers 26,707,089 2,186,052,718 (4,180,517,420)
Other assets (12) (979) (15,565)
Deposits from other banks / borrowings - - -
Deposits from customers (2,590,577) (212,046,262) 242,121,321
Other liabilities (64,883) (5,310,901) 2,250,544
24,051,617 1,968,694,576 (3,936,161,120)
Net cash from operating activities 25,626,447 2,088,856,207 (3,822,587,175)
Purchase / sale of property, plant and equipment (20,554) (1,682,366) (77,267)
Proceeds from sale of property, plant and equipment - - -
Net cash used in investing activities (20,554) (1,682,366) (77,267)
Borrowing from Prime Bank Limited and Bangladesh Bank (27,093,849) (1,916,881,711) 4,052,322,289
Net Cash from financing activities (27,093,849) (1,916,881,711) 4,052,322,289
D) Net increase / (decrease) in cash and cash equivalents (A+B+C) (1,487,955) 170,292,130 229,657,847
E) Effects of exchange rate changes on cash and cash equivalents - (243,265,280) (11,573,477)
F) Cash and cash equivalents at beginning of the year 4,396,960 311,083,640 92,999,270
G) Cash and cash equivalents at end of the year (D+E+F) 2,909,005 238,110,490 311,083,640
Cash in hand (including foreign currencies) - - -
Balance with Bangladesh Bank and its agent bank (s) - - -
(including foreign currencies)
Balance with other banks and financial institutions 2,909,005 238,110,490 311,083,640
2,909,005 238,110,490 311,083,640
[ 289 ]
1.1 Status of the units
Off-shore Banking Units of Prime Bank Limited, governed under the rules and guidelines of Bangladesh Bank. The
Bank obtained the Off-shore Banking Unit permission vide letter no. BRPD (P) 744 (84)/2001-868 dated 19 March
2001. The Bank commenced the operation of its Off-shore Banking Unit from March 15, 2007. Presently the Bank
has 3 (Three) units in Dhaka, Adamjee EPZ and Chittagong.
1.1.1 Principal activities
The principal activities of the units are to provide all kinds of commercial banking services to its customers through
its Off-shore Banking Units in Bangladesh.
The Off-shore Banking Units maintain its accounting records in USD from which accounts are prepared according
to the Bank Companies Act 1991, Bangladesh Accounting Standards and other applicable directives issued by
Bangladesh Bank.
The preparation of financial statements requires management to make judgments, estimates and assumptions that
affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses.
Actual results may differ from these estimates.
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimate is revised and in any future periods affected.
1.2.3 Foreign currency transaction
a) Foreign currencies translation
Foreign currency transactions are converted into equivalent Taka using the ruling exchange rates on the dates of
respective transactions as per BAS-21" The Effects of Changes in Foreign Exchange Rates". Foreign currency
balances held in US Dollar are converted into Taka at weighted average rate of inter-bank market as determined
by Bangladesh Bank on the closing date of every month. Balances held in foreign currencies other than US Dollar
are converted into equivalent US Dollar at buying rates of New York closing of the previous day and converted into
Taka equivalent.
b) Commitments
Commitments for outstanding forward foreign exchange contracts disclosed in these financial statements are
translated at contracted rates. Contingent liabilities / commitments for letter of credit and letter of guarantee
denominated in foreign currencies are expressed in Taka terms at the rates of exchange ruling on the balance date.
c) Translation gains and losses
The resulting exchange transaction gains and losses are included in the profit and loss account, except those
arising on the translation of net investment in foreign subsidiary.
1.2.4 Cash flow statement
Cash flow statement has been prepared in accordance with the Bangladesh Accounting Standard-7 " Cash Flow
Statement" under direct method as recommended in the BRPD Circular No. 14, dated June 25, 2003 issued by the
Banking Regulation & Policy Department of Bangladesh Bank.
[ 290 ]
1.2.5 Reporting period
These financial statements cover from January 01 to December 31, 2011.
1.3 Assets and basis of their valuation
1.3.1 Cash and cash equivalents
Cash and cash equivalents include notes and coins on hand, unrestricted balances held with Bangladesh Bank and
highly liquid financial assets which are subject to insignificant risk of changes in their fair value, and are used by
the unit management for its short-term commitments.
1.3.2 Loans and advances / investments
a) Loans and advances of Off-shore Banking Units are stated in the balance sheet on gross basis.
b) Interest is calculated on a daily product basis but charged and accounted for on accrual basis. Interest is not
charged on bad and loss loans as per guidelines of Bangladesh Bank. Records of such interest amounts are
kept in separate memorandum accounts.
1.3.3 Fixed assets and depreciation
of bringing the assets to its working condition for its intended use inclusive of inward freight, duties and non-
refundable taxes.
b) Depreciation is charged for the year at the following rates on reducing balance method on all fixed assets.
c) For additions during the year, depreciation is charged for the remaining days of the year and for disposal
1.4 Basis for valuation of liabilities and provisions
1.4.1 Benefits to the employees
The retirement benefits accrued for the employees of the units as on reporting date have been accounted for in
accordance with the provisions of Bangladesh Accounting Standard-19, "Employee Benefit". Bases of enumerating
the retirement benefit schemes operated by the Bank are outlined below:
a) Provident fund
Provident fund benefits are given to the permanent staffs of the OBU under the Provident Fund Rules of the Bank.
The Commissioner of Income Tax, Taxes Zone - 5, Dhaka has approved the Provident Fund as a recognized
provident fund within the meaning of section 2(52) read with the provisions of part - B of the First Schedule of
Income Tax Ordinance 1984. The recognition took effect from 07 July 1997. The Fund is operated by a Board of
Trustees consisting six members (03 members from management and other 03 members from the Board of
Directors) of the Bank. All confirmed employees of the Units are contributing 10% of their basic salary as
subscription to the Fund. The units also contribute equal amount of the employees' contribution. Interest earned
from the investments is credited to the members' account on yearly basis.
[ 291 ]
b) Gratuity fund
Prime Bank operates an unfunded gratuity scheme, provision in respect of which is made annually covering all its
permanent eligible employees. Actuarial valuation of gratuity scheme had been made to assess the adequacy of
the liabilities provided for the scheme as per BAS-19 "Employee Benefits". Gratuity fund for Off-shore Banking
Units are maintained with Head Office, Prime Bank Limited.
c) Welfare fund
Prime Bank's employees' welfare fund is subscribed by monthly contribution of the employees. The Bank also
contributes to the Fund from time to time. The Fund has been established to provide coverage in the event of
accidental death or permanent disabilities of the employees. Disbursement from the fund is done as per rules for
employees' welfare fund. Welfare fund for Off-shore Banking Units are maintained with Head Office, Prime Bank
Limited.
d) Incentive bonus
Prime Bank started a incentive bonus scheme for its employees. 10% of net profit after tax is given by the Board
of directors in every year for its employees. These bonus amount distributed among the employees as per
performance. The bonus amount are paid annually, normally first quarter of every following year and the cost are
accounted for the period to which it relates. Provision for incentive bonus for Off-shore Banking Units is kept with
Head Office, Prime Bank Limited.
1.4.2 Provision for liabilities
A provision is recognised in the balance sheet when the unit has a legal or constructive obligation as a result of a
past event and it is probable that an outflow of economic benefit will be required to settle the obligations, in
1.5.1 Interest income
In terms of the provisions of the BAS-18 "Revenue", the interest income is recognized on accrual basis.
1.5.2 Fees and commission income
Fees and commission income arises on services provided by the units are recognized on a cash receipt basis.
Commission charged to customers on letters of credit and letters of guarantee are credited to income at the time
of effecting the transactions.
1.5.3 Interest paid and other expenses
In terms of the provisions of the BAS - 1 "Presentation of Financial Statements" interest and other expenses are
recognized on accrual basis.
2 General
a These financial statements are presented in Taka, which is the Bank's functional currency. Figures appearing
in these financial statements have been rounded off to the nearest Taka.
b) Assets and liabilities & income and expenses have been converted into Taka currency @ US$1 = Taka
81.85290 (closing rate as at 31st December 2011) and Tk.76.30130 (average rate which represents the year
end).
[ 292 ]
2011 2010
USD Taka Taka
3 Balance with other banks and financial institutions
In Bangladesh (note-3.1) 2,903,621 237,669,828 310,715,640
Outside Bangladesh (note-3.2) 5,384 440,662 368,000
2,909,005 238,110,490 311,083,640
3.1 In Bangladesh 2,903,621 237,669,828 310,715,640
3.2 Outside Bangladesh (Nostro accounts)
Current account
Citibank N.A., New York, USA 5,384 440,662 368,000
4 Loans and advances
i) Loans, cash credits, overdrafts, etc.
Loan (General) 5,958,152 487,692,056 2,665,264,775
Hire purchase 14,999,903 1,227,785,543 1,061,240,056
Lease finance - - -
Over Draft 1,497,785 122,598,061 -
T.R Loan 13,400,646 1,096,881,752 742,472,695
35,856,487 2,934,957,412 4,468,977,526
ii) Bills purchased and discounted (note-5)
Inland bills purchased - - -
Foreign bills purchased and discounted 6,541,102 535,408,180 420,157,743
6,541,102 535,408,180 420,157,743
42,397,589 3,470,365,592 4,889,135,269
Payable in Bangladesh - - -
Payable outside Bangladesh 6,541,102 535,408,180 420,157,743
6,541,102 535,408,180 420,157,743
6 Fixed assets including premises, furniture and fixtures
Cost
Furniture and fixtures 29,793 2,438,607 2,324,179
Office equipment and machinery 11,257 921,382 795,446
Vehicle 14,933 1,222,322 -
55,982 4,582,311 3,119,625
7 Other assets
Advance deposits and advance rent 1,339 109,603 94,736
Stationery A/c & Stamp in hand 338 27,704 23,100
Due from Head Office - - -
1,677 137,307 117,836
[ 293 ]
USD Taka Taka
8 Borrowings from other banks, financial institutions and agents
Bangladesh Bank 3,000,000 245,558,700 1,345,820,412
Prime Bank Limited 36,238,940 2,966,262,332 3,347,729,064
39,238,940 3,211,821,032 4,693,549,476
9 Deposits and other accounts
Bank deposits - - -
Customer deposits and other accounts (note-9.1) 2,578,571 211,063,517 365,715,693
2,578,571 211,063,517 365,715,693
9.1 Customer deposits and other accounts
Current deposits 1,345,765 110,154,729 261,513,257
Foreign currency deposits 180,638 14,785,744 12,734,946
Security deposits receipts - - -
Sundry deposits 1,052,169 86,123,044 91,467,490
2,578,571 211,063,517 365,715,693
10 Other liabilities
Interest on bills discount - - 1,403,562
Interest on borrowing 583 47,702 3,272,294
Provision for Expenses 624 51,065 -
Suspense A/c 7,414 606,849 -
Due to Head Office 3,538,122 289,605,535 139,515,345
3,546,742 290,311,151 144,191,201
11 Contingent liabilities
11.1 Acceptance & endorsement
Back to Back bills 329,607 26,979,289 32,534,957
329,607 26,979,289 32,534,957
Less: Margin - - -
329,607 26,979,289 32,534,957
11.2 Letters of guarantee
Letters of guarantee (Local) 227,296 18,604,817 16,081,107
Letters of guarantee (Foreign) - - -
Foreign counter guarantees - - -
227,296 18,604,817 16,081,107
Less: Margin - - -
227,296 18,604,817 16,081,107
11.3 Irrevocable Letters of credits
Letters of credits 10,704,364 876,183,273 787,317,550
Back to Back letter of credit - - -
10,704,364 876,183,273 787,317,550
Less: Margin - - -
10,704,364 876,183,273 787,317,550
11.4 Bills for collection
Outward local bills for collection - - -
Outward foreign bills for collection 1,872,474 153,267,389 276,874,884
Inward local bills for collection - - -
Inward foreign bills for collection - - -
1,872,474 153,267,389 276,874,884
Less: Margin - - -
1,872,474 153,267,389 276,874,884
[ 294 ]
2011 2010
USD Taka Taka
12 Interest income
Loan (general) 397,203 30,307,117 56,168,530
SOD 13,329 1,017,022 -
LTR loan 517,671 39,498,996 17,856,144
Lease finance - - 307,368
Hire purchase 605,530 46,202,758 33,277,345
Payment against documents 9,621 734,116 106,146
Documentary bills purchased 241,584 18,433,181 15,417,118
Others - - -
Interest on loans and advances 1,784,939 136,193,190 123,132,651
Interest on balance with other banks and financial institutions - - -
Interest received from foreign banks 6,740 514,255 440,415
6,740 514,255 440,415
Total Interest income 1,791,679 136,707,445 123,573,066
13 Interest on deposits, borrowings, etc.
a) Interest paid on deposits 638 48,680 210,025
b) Interest paid on local bank accounts 314,147 23,969,847 17,033,545
c) Interest paid on Bangladesh Bank 191,327 14,598,467 16,942,370
506,112 38,616,994 34,185,940
14 Commission, exchange and brokerage
Commission on L/Cs 146,293 11,162,368 8,356,639
Commission on L/Gs - - -
Commission on export bills 121,970 9,306,445 6,970,677
Commission on bills purchased - - 1,750
Commission on accepted bills 69,901 5,333,504 1,799,732
Commission on OBC, IBC, etc. - - -
Commission on PO, DD, TT, TC, etc. 5,905 450,559 355,992
Commission for services rendered to issue of shares - - -
Other commission 43,449 3,315,253 2,759,293
387,518 29,568,129 20,244,083
Exchange gain including gain from FC dealings - - -
Brokerage - - -
387,518 29,568,129 20,244,083
Postage charge recovery 15,324 1,169,241 893,235
Service & other charge - - 350,041
SWIFT charge recovery 12,966 989,317 736,136
Miscellaneous earnings 59,108 4,510,046 2,371,117
87,398 6,668,604 4,350,529
16 Salaries and allowances
Basic pay 56,683 4,325,003 3,274,297
Allowances 50,853 3,880,152 3,236,866
Bonus 8,037 613,231 514,805
Unit's contribution to provident fund 5,198 396,638 280,437
Retirement benefits and gratuity - - -
120,772 9,215,024 7,306,405
[ 295 ]
2011 2010
USD Taka Taka
17 Rent, taxes, insurance, electricity, etc.
Rent, rate and taxes 7,325 558,905 541,866
Insurance 700 53,419 -
Power and electricity 2,026 154,622 151,932
10,052 766,946 693,798
18 Postage, stamp, telecommunication, etc.
Postage 625 47,681 34,059
Telegram, telex, fax and e-mail 647 49,403 49,275
Telephone - office 623 47,549 72,977
Telephone - residence 53 4,071 999
1,949 148,704 157,310
19 Stationery, printing and advertisements, etc.
Office and security stationery 1,280 97,692 131,024
Computer consumable stationery 988 75,389 40,404
Publicity and advertisement 53 4,059 2,996
2,322 177,140 174,424
20 Depreciation and repair of Bank's assets
Depreciation
Fixed assets 8,395 640,563 438,819
Leased assets - - -
8,395 640,563 438,819
Repairs
Furniture and fixtures 264 20,156 -
Office equipment 445 33,943 19,059
Vehicle 43 3,263 -
Maintenance 146 11,165 11,040
898 68,528 30,099
9,293 709,091 468,918
21 Other expenses
Security and cleaning 10,871 829,481 744,833
Entertainment 968 73,844 72,892
Bank charge 45 3,434 -
Car expenses 3,600 274,674 77,156
Books, magazines and newspapers, etc. 145 11,065 6,901
Travel expenses 1,661 126,720 71,410
Local conveyance, labor, etc. 611 46,644 30,948
Training & internship - - 16,600
Exgratia 46 3,542 30,112
Miscellaneous expenses 31,629 2,413,370 5,389,423
49,577 3,782,774 6,440,275
[ 297 ]
Auditors Report
to the shareholders of Prime Bank Investment Limited
We have audited the accompanying financial statements of Prime Bank Investment Limited (PBIL) which comprise the
financial position as at 31 December 2011 and the statement of comprehensive income, statement of changes in equity
and statement of cash flows for the year then ended and a summary of significant accounting policies and other explanatory
information disclosed in Notes 1-37 to the financial statements.
Managements Responsibility for the Financial Statements
Management of PBIL is responsible for the preparation and fair representation of these financial statements in accordance
with Bangladesh Financial Reporting Standards, and for such internal control as management determines is necessary to
enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
Auditors Responsibility
accordance with Bangladesh Standards on Auditing. Those standards require that we comply with ethical requirements and
plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material
misstatement.
An audit involves performing procedures to obtain evidence about the amount and disclosures in the financial statements.
The procedures selected depend on the auditors judgment, including the assessment of the risks of material misstatement
of the financial statements, whether due to fraud or error. In making those risks assessments, the auditor considers internal
control relevant to the entitys preparation and fair presentation of the financial statements in order to design audit
of the entitys internal control. An audit also includes evaluating the appropriateness of accounting policies used and the
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the financial statements which have been prepared in accordance with Bangladesh Accounting Standards
give a true and fair view of the state of affairs of the Company as at 31 December 2011 and of their cash flows for the period
from 01 January 2011 to 31 December 2011 and comply with applicable laws and regulations.
Report on Other Legal and Regulatory Requirements
(a) we have obtained all the material information and explanations which to the best of our knowledge and belief were
necessary for the purposes of our audit and made due verification thereof;
(b) in our opinion, proper books of account as required by law have been kept by the Company so far as it appeared
from our examination of those books;
(c) the Companys financial position and financial performance dealt with by the report are in agreement with the books
of account; and
(d) the expenditure incurred was for the purposes of the Companys business.
Dated, Dhaka ACNABIN
12, February 2012 Chartered Accounts
[ 298 ]
ASSETS
Non-Current Assets
Property, plant and equipment 5 27,599,950 32,116,920
Investment in Prime Bank Securities Ltd 6 37,500,000 37,500,000
Preliminary and pre-operational expenses 7 4,183,316 4,706,231
Total non-current assets (A) 69,283,266 74,323,151
Current Assets
Advances, deposits and prepayments 8 5,909,408,197 5,056,054,962
Investment in shares 9 1,441,557,511 1,048,014,615
Advance corporate income tax 10 112,340,005 4,989,166
Dividend Receivable 11 48,603 -
Prepaid Expenses 12 735,332 -
Cash and bank balances 13 3,254,574 11,277,047
Total current assets (B) 7,467,344,223 6,120,335,790
Total Assets (A+B) 7,536,627,489 6,194,658,941
EQUITY AND LIABILITIES
Capital and Reserve
Share capital 14 3,000,000,000 3,000,000,000
Retained earnings (figure of 2010 restated) 152,129,749 543,624,615
Total Equity (C) 3,152,129,749 3,543,624,615
Non-current liabilities
Deferred tax liabilities (figure of 2010 restated) 2,151,261 2,238,414
Total non-current liabilities (D) 15 2,151,261 2,238,414
Current Liabilities
Loan Facilities from Prime Bank Ltd 16 3,578,091,569 2,260,590,081
Liability for withholding taxes 17 90,159,688 649,419
Security Deposit Receipt 18 44,100 83,800
Payable for expenses 19 7,092,400 19,060,000
Provision for diminution in value of investment 20 400,000,000 11,047,554
Current income tax liabilities 21 253,038,532 293,589,588
Accounts payable 22 42,110,378 63,775,470
Dividend payable 6 -
Other payables 23 11,809,806 -
Total current liabilities (E) 4,382,346,480 2,648,795,912
Total Equity and Liabilities (C+D+E) 7,536,627,489 6,194,658,941
These financial statements should be read in conjunction with annexed notes 1 to 37.
Chief Executive Officer Director Vice-Chairperson
12 February 2012 Chartered Accounts
Amount in Taka
2011 2010
Statement of Financial Position
Notes
[ 299 ]
INCOME (A)
Interest income 815,326,644 548,643,223
Transaction/settlement fee 149,381,569 420,841,120
Management fee 141,603,034 118,674,484
Gain on sale of shares 3,614,091 61,568,340
Dividend on shares 24 61,273,656 24,422,000
Underwriting Commission 25 1,139,600 300,000
Bank Interest on STD accounts 26 166,295 978,656
Documentation fees 54,000 483,500
Other Income 1,005,323 9,252,576
1,173,564,211 1,185,163,899
EXPENDITURE (B)
Interest expenses 392,108,259 223,407,909
Settlement and other fees 16,052,537 68,473,910
Transaction cost 674,666 -
Salary and allowances 27 31,718,629 23,874,860
Rent, Taxes, Insurance and Electricity 28 10,451,172 6,569,870
Legal & Professional expenses 29 415,014 575,000
Postage, Stamp and Telecommunication 30 1,886,219 964,990
Stationery, Printing and Advertisement 31 2,383,560 3,637,406
Directors Remuneration 103,000 28,000
Auditor's fee 62,700 60,000
Depreciation, Amortisation and Repair of assets 32 6,603,129 3,630,843
Entertainment, Travelling & Conveyance 33 4,191,404 1,166,188
Other expenses 34 3,517,313 2,274,752
470,167,601 334,663,729
Profit before provision and tax (C=A-B) 703,396,610 850,500,170
Less: Provision for diminution in value of investment 388,952,446 11,047,554
Profit before tax 314,444,164 839,452,616
Less: Tax expenses (figure of 2010 restated) 35 255,939,030 295,828,002
Profit after tax 58,505,134 543,624,615
Earnings per share 36 0.20 2.72
12 February 2012 Chartered Accounts
Amount in Taka
2011 2010
Statement of Comprehensive Income
Notes
[ 300 ]
A. Cash Flows from Operating Activities:
Cash generated from operations 678,712,775 602,667,303
Advance income tax (100,000,000) (4,983,966)
Advance office rent - (902,230)
Income tax paid (291,588,074) -
Net cash from operating activities 287,124,701 596,781,107
B. Cash Flows from Investing Activities:
Purchase of property, plant and equipment (667,510) (8,622,209)
Purchase of shares (383,082,520) (598,937,231)
Margin Loan provided (846,481,722) 2,556,036,428
Net cash from investing activities (1,230,231,751) 1,948,476,988
C. Cash Flows from Financing Activities:
Loan from Prime Bank Ltd. 1,295,084,571 (2,581,962,540)
Dividend paid (359,999,994) -
Net cash used in financing activities 935,084,577 (2,581,962,540)
D. Net Cash Outflow for the Period (A+B+C) (8,022,473) (36,704,445)
Opening cash and bank balances 11,277,047 47,981,492
Closing cash and bank balances 3,254,574 11,277,047
Dated, Dhaka
12 February 2012
Amount in Taka
2011 2010
Statement of Cash Flows
[ 301 ]
Statement of Changes in Equity
Particulars Paid up capital Retained earnings Total
Taka Taka Taka
Balance as at 01 January 2011 3,000,000,000 545,863,029 3,545,863,029
Reversal of understated expense of prior years - (2,238,414) (2,238,414)
Restated balance as at 01 January 2011 3,000,000,000 543,624,615 3,543,624,615
Net profit for the period - 58,505,134 58,505,134
Interim dividend paid during the year - (450,000,000) (450,000,000)
Balance as at 31 December 2011 3,000,000,000 152,129,749 3,152,129,749
Chief Executive Officer Director Chairman
Dated, Dhaka
12 February 2012
[ 302 ]
1. Reporting Entity
1.1 Prime Bank Investment Ltd is a subsidiary company of Prime Bank Ltd, incorporated as a public limited
company on 28 April 2010 with the Registrar of Joint Stock Companies, Dhaka vide certificate of
incorporation no. C-84266/10 dated 28 April 2010 which has commenced its business on the same date. The
functions of investment banking were separated from Prime Bank Ltd by forming a subsidiary company in
terms of Bangladesh Bank's BRPD circular no. 12 dated 14 October 2009. Securities and Exchange
Commission (SEC) thereafter issued a full fledged merchant banking licence in favour of Prime Bank
Investment Ltd, vide letter no. SEC/Reg/MB/SUB/2010/03/208 dated 02 June 2010 with effect from 01 June
2010.
1.2 Principal Activities
The main objectives of the Company for which was established are to carry out the business of full-fledged
merchant banking activities like issue management, portfolio management, underwriting, corporate advisory
services, etc.
2. Basis of Preparation
2.1 Statement of compliance
The financial statements have been prepared in accordance with Bangladesh Financial Reporting Standards
(BFRS), the Companies Act 1994, Securities and Exchange Rules 1987 and other applicable laws in
Bangladesh.
2.2 Basis of presentation of financial statements
The financial statements are prepared on a going concern basis under historical cost convention in
accordance with generally accepted accounting principles. Wherever appropriate, such principles are
explained in succeeding notes:
(i) Statement of Financial Position (Balance Sheet)
(ii) Statement of Comprehensive Income (Income and Expenditure Statement)
(iii) Statement of Cash Flows
(iv) Statement of Changes in Equity
(v) Notes to the Financial Statements
2.3 Reporting period
The financial period of the Company under audit covers twelve (12) months from 01 January 2011 to 31
December 2011.
3. Significant Accounting Policies
The accounting policies set out below have been applied consistently to all periods.
3.1 Property, plant and equipment
3.1.1 Recognition and measurement
Items of property, plant and equipment (PPE) are initially measured at cost. After initial recognition, an
ite of PPE is carried at cost less accumulated depreciation and impairment losses.
3.1.2 Depreciation
Depreciation is recognised in the statement of comprehensive income on monthly basis at straight-line
method over the estimated useful lives of each item of property, plant and equipment.
Items of property, plant and equipment are depreciated when the these come into use or are capitalised.
In case of disposal, no depreciation is charged in the year of disposal.
Rate of depreciation on various items of property, plant and equipment considering the useful lives of
assets are as follows:
[ 303 ]
Asset category Rate of
depreciation (%)
Furniture and fixtures 10
Office and electrical equipment 20
Books 20
Vehicles 20
3.2 Preliminary and pre-operating expenses
3.2.1 Recognition and measurement
These are recognised as an asset if it is probable that future economic benefits that are attributable to
the asset will flow to the enterprise and cost of the asset can be measured reliably.
3.2.2 Amortisation of preliminary and pre-operating expenses
These are amortised over 10 years from the year of their first utilisation at the rate of Taka 522,915 per
year starting from the year ended 31 December 2010.
3.3 Advance, deposits and prepayments
Advances are initially measured at cost. After initial recognition, advances are carried at cost less deductions,
adjustments or charges to other account heads such as property, plant and equipment, inventory, etc.
Deposits are measured at payment value.
Prepayments are initially measured at cost. After initial recognition, prepayments are carried at cost less
charges to Statement of Comprehensive Income.
3.4 Cash and cash equivalents
Cash and cash equivalents comprise cash in hand and bank balances, which were held and available for use
of the Company without any restriction.
3.5 Statement of cash flows
Statement of cash flows that has been prepare in accordance with the Bangladesh Accounting Standard-7
Statement of Cash Flows under direct method.
3.6 Investments
During the previous year all investments in securities were recognised at cost, being fair value of the
consideration given, including acquisition charges associated with the investments. But from this year
transaction costs have been treated as expenses in accordance with BAS-39, without considering the same.
Due to impractibility of calculation prevoius year's figure has not been restated. The valuation methods of
investments used are:
3.6.1 Investment in listed securities
These are acquired and held primarily for the purpose of selling them in future or held for dividend
income and are reported at cost. Unrealised gains are not recognised in the statement of
comprehensive income. Provision for diminution in value of investment is provided in the financial
statements on those securities whose market price is below the cost of investment by netting off with
those whose value increase than cost.
3.6.2 Investment in Prime Bank Securities Ltd
Investment in associated company is accounted for under the cost method of accounting in the
Companys financial statements. Accordingly, investment in associated company is stated in the
Companys Statement of Financial Position at cost, less impairment losses, if any.
3.7 Intangible assets
(a) An intangible asset is recognised if it is probable that the future economic benefits that are attributable to
the asset will flow to the entity and the cost of the assets can be measured reliably.
(b) Software represents the value of computer application software licensed for use of the Company other
than those applied for the operating system of computers. Intangible assets are carried at their cost, less
accumulated amortisation and impairment loss, if any.
[ 304 ]
Initial cost comprises license fees paid at the time of its acquisition and other directly attributable
expenditures that are incurred in customising the software for its intended use.
(c) Expenditure incurred for software is capitalised only when it enhances and extends the economic
benefits of software beyond its original specification and life and such cost is recognised as capital
improvement and added to the original cost of software.
(d) Software is amortised using the straight-line method over the estimated useful life of 10 (ten) years
commencing from the date of the acquisition available for use over the best estimates of its useful
economic life.
3.8 Receivables
Receivables are recognised when there is a contractual right to receive cash or another financial asset from
another entity.
3.9 Share capital
Ordinary shares are classified as equity when there is no contractual obligation to transfer cash or other
financial assets.
3.10 Borrowing funds
Borrowing funds include borrowings from Prime Bank Limited, which is stated in the statement of financial
position at amounts payable.
3.11 Provision for current taxation
Provision for current income tax has been made @ 37.5% on business income as per Income Tax Ordinance-
1984, and the last year's assessment has also been made at the same rate. Rates of tax on other categories
of income applicable for the company are stated in note 21.
3.12 Provision for Deferred Taxation
Deferred tax liabilities are amount of income taxes payable in future periods in respect of taxable temporary
deductible temporary differences. Deferred tax assets and liabilities are recognised for the future tax
consequences of timing differences arising between the carrying values of asset, liabilities, income and
expenditure and their respective tax bases. Deferred tax assets and liabilities are measured using tax rates
and tax laws that have been enacted or substantially enacted at the date of statement of financial position.
The impact on the account of changes in the deferred tax assets and liabilities has also been recognised in
the statement of comprehensive income as per BAS-12 Income Taxes.
3.13 Benefits to the Employees
The retirement benefits accrued for the employees of the Company as on reporting date have been accounted
for in accordance with the provisions of Bangladesh Accounting Standard-19, Employee Benefits. Bases of
enumerating the retirement benefit schemes operated by the Company are outlined below:
(a) Provident Fund
Provident fund benefits are given to the permanent employees of the Company in accordance with the
Companys service rules. All confirmed employees of the Company are contributing 10% of their basic
salary as contribution to the Fund. The Company also contributes equal amount of the employees
contribution. Interest earned from the investments is credited to the members account on yearly basis.
The fund is administered by Prime Bank Ltd.
(b) Gratuity Fund
The Company operates an unfunded gratuity scheme, provision in respect of which is made annually
covering all its permanent eligible employees. Actuarial valuation of gratuity scheme had been made to
assess the adequacy of the liabilities provided for the scheme as per BAS-19 "Employee Benefits. The
fund is administered by Prime Bank Ltd.
[ 305 ]
(c) Welfare Fund
Prime Bank Investment Employees' Welfare Fund is subscribed by monthly contribution of the
employees. The Company also contributes to the fund from time to time. The fund has been established
to provide financial assistance in the event of death or permanent disabilities of the employees.
Disbursement of loan from the fund is regulated as per rules of said fund. The fund is administered by
Prime Bank Ltd.
(d) Incentive Bonus
Prime Bank Investment Limited started an incentive bonus scheme for its employees. Maximum 10% of
net profit after tax is given to the employees in every year as incentive bonus. This bonus amount is being
distributed among the employees based on their performance and is paid annually, normally first quarter
of every following year and the costs are accounted for in the period in which it relates.
3.14 Provision for Liabilities
A provision is recognised in the statement of financial position when the Company has a legal or constructive
obligation as a result of a past event and it is probable that an outflow of economic benefit will be required to
settle the obligations, in accordance with the BAS-37 Provisions, Contingent Liabilities and Contingent
Assets.
4. Revenue Recognition
4.1 Interest income
In terms of the provisions of BAS-18 Revenue, interest income is recognised on an accrual basis.
4.2 Investment income
Interest income on investments is recognised on an accrual basis. Capital gains on investments in shares are
also included in investment income. Capital gains are recognised when these are realised.
4.3 Fees and commission income
Fees and commission income arising on services provided by the Company are recognised on an accrual
basis.
4.4 Dividend income on shares
Dividend on shares is recognised during the period in which it is declared and ascertained i.e., established
as the right of shareholders.
Basic earnings per share
Basic earnings per share have been calculated in accordance with BAS-33 Earnings per Share which have
been shown on the face of statement of comprehensive income. This has been calculated by dividing the
basic earnings by the number of ordinary shares outstanding during the year.
Where necessary, all the material events after the reporting period date have been considered and
appropriate adjustment/disclosures have been made in the financial statements.
4.7 Directors' responsibility on financial statements
The board of directors of the company is responsible for the preparation and presentation of these financial
statements.
Related party transaction is a transfer of resources, services or obligation between related parties and here
the related party transaction is the three (03) STD A/C and two (02) Current A/C maintained with Prime Bank
Limited- Motijheel Branch and the loan taken from Prime Bank Limited within the financial period.
[ 306 ]
4.9 Compliance report on Bangladesh Accounting Standards (BAS) and Bangladesh Financial Reporting
Standards (BFRS)
While preparing the financial statements, Prime Bank Investment Limited applied most of BAS and BFRS as
adopted by Institute of Chartered Accountants of Bangladesh. Details are given below:
Name of BAS No. Status
Presentation of Financial Statements 1 Applied
Inventories 2 N/A
Statement of Cash Flows 7 Applied
Accounting Policies, Changes in Accounting Estimates and Errors 8 Applied
Events after the Reporting Period 10 Applied
Construction Contracts 11 N/A
Income Taxes 12 Applied
Segment Reporting 14 N/A
Property, Plant and Equipment 16 Applied
Leases 17 N/A
Revenue 18 Applied
Employee Benefits 19 Applied
Accounting for Government Grants and Disclosure of
Government Assistance 20 N/A
The Effects of Changes in Foreign Exchange Rates 21 N/A
Borrowing Costs 23 Applied
Related Party Disclosures 24 Applied
Accounting for Investments 25 Applied
Accounting and Reporting by Retirement Benefit Plans 26 N/A
Consolidated and Separate Financial Statements 27 N/A
Investment in Associates 28 N/A
Interests in Joint Ventures 31 N/A
Financial Statements: Disclosure and Presentation 32 Applied
Earnings per Share 33 Applied
Interim Financial Reporting 34 Applied
Impairment of Assets 36 Applied
Provisions, Contingent Liabilities and Contingent Assets 37 Applied
Intangible Assets 38 Applied
Financial Instruments: Recognition and Measurement 39 Applied
Investment Property 40 N/A
Agriculture 41 N/A
Name of the BFRS No. Status
First time adoption 1 N/A
Share-based Payment 2 N/A
Business Combinations 3 N/A
Insurance Contracts 4 N/A
Non-current Assets Held for Sale and Discontinued Operations 5 N/A
Exploration for and Evaluation of Mineral Resources 6 N/A
Financial Instrument Disclosure 7 Applied
[ 307 ]
5. Property, Plant and Equipment
Cost
Opening balance
35,107,078 -
Add: Additions during the period 667,510 39,017,466
Less : Disposals - (3,910,388)
Closing balance (A) 35,774,588 35,107,078
Accumulated Depreciation
Opening balance 2,990,158 -
Add: Charge for the period 5,184,480 2,990,158
Closing balance (B) 8,174,638 2,990,158
Written down value (A-B) 27,599,950 32,116,920
Category-wise details of PPE are shown in Annex-A.
6. Investment in Prime Bank Securities Ltd. 37,500,000 37,500,000
An amount of Taka 37,500,000 was invested by the company in 3,750,000 ordinary shares of Taka 10 each of
Prime Bank Securities Ltd (PBSL), a subsidiary company of Prime Bank Ltd. PBSL holds two membership of
Dhaka Stock Exchange Ltd, membership no. 219 and Chittagong Stock Exchange Ltd, membership no. 141.
7. Preliminary and Pre-Operational Expenses
Opening Balance 4,706,231 5,229,146
Less : Amortised during the period 522,915 522,915
Closing Balance 4,183,316 4,706,231
8. Advances, Deposits and Prepayments
Clients' margin loan 5,897,653,045 5,041,355,927
Advance office rent 10,630,215 13,260,649
Advance deposit 29,200 39,200
Utility receivable from brokers 1,095,736 1,399,186
5,909,408,197 5,056,054,962
Amount in Taka
2011 2010
[ 308 ]
9. Investment in Shares
Prime Bank 1st ICB AMCL MF 407,602,673 305,585,950 365,299,033 462,828,150
BATBC 335,856,081 295,206,505 267,561,706 260,053,675
Bata Shoe Company (Bd) Ltd. 121,400 119,700 - -
Export Import Bank 2,144,940 8,049,960 2,144,940 13,019,786
Fareast Islami Life Insurance 22,225,320 12,655,440 15,793,890 15,144,090
First Janata MF 34,643,394 29,904,000 10,691,744 12,902,500
Green Delta MF 12,900,556 8,693,800 8,690,694 11,294,800
IFIL Islamic MF-1 39,213,709 25,959,150 19,577,773 22,355,400
M.I. Cement Factory 3,608,809 4,823,872 3,608,809 3,608,809
MJL Bangladesh Ltd. 4,621,900 4,617,278 6,125,108 6,125,108
RAK Ceramics Ltd 7,573,723 6,172,354 7,095,258 11,345,849
Power Grid Co. Ltd. 71,808,148 53,455,500 23,683,860 22,573,238
Pragati Insurance Ltd. 44,416,484 26,278,224 36,081,674 36,324,810
Titas Gas Co. Ltd. 120,368,643 87,846,200 51,207,132 49,950,000
PHP First MF 53,361,996 38,280,600 20,900,604 24,435,400
Popular Life 1st MF 15,127,088 11,102,100 20,283,780 24,020,150
Popular Life Insurance Co. Ltd. 23,263,881 13,181,181 23,263,881 25,689,300
DESCO Ltd. 98,043,360 75,761,307 26,424,610 25,902,641
S. Alam Cold Rolled Steels Ltd. 273 1,842 300 2,468
Confidence Cement Ltd. 144,655,133 101,354,330 133,666,111 193,831,776
DBH 1st Mutual Fund - - 5,413,708 6,254,850
Phoenix Finance 1st ICB AMCL Mutual Fund - - 500,000 830,000
1,441,557,511 1,109,049,292 1,048,014,615 1,228,492,800
10 Advance Corporate Income Taxes
Addition during the period: Income tax withheld from
Dividend of PBL 1st ICB AMCL MF 6,229,860 4,860,700
Dividend of Jamuna Oil - 16,000
Dividend of Bangladesh Oxygen - 7,700
Dividend of BATBC 4,133,760 -
Dividend of RAK Ceramics 19,835 -
Dividend of S.Alam Cold Rolled Steels Ltd 3 -
Dividend of Confidence Cement Ltd 385,570 -
Dividend of Pragati Insurance Ltd 79,080 -
Dividend of First Janata Bank Mutual Fund 604,800 -
Dividend of MJL Bangladesh Ltd 12,057 -
Dividend of Titas Gas 779,700 -
Interest on bank deposit 16,629 97,866
AIT on capital gain under Section-82( c) 6,500 -
Advance Income Tax for the year 2011 100,000,000 -
Underwriting commission of Brac Bank Ltd. 11,250 -
Underwriting commission of MJL Bangladesh Ltd 60,960 -
Underwriting commission of S.Alam Cold Rolled Steels - 4,500
Underwriting commission of RAK Ceramics - 2,400
112,340,005 4,989,166
Less: Adjusted TDS for the year 2010 (4,989,166) -
Closing balance 112,340,005 4,989,166
2011 2010
Cost Price Market Price Cost Price Market Price
Amount in Taka
2011 2010
[ 309 ]
11. Dividend Receivable
Dividend of M.I. Cement Factory 48,603 -
48,603 -
12. Prepaid Expenses
Insurance Expenses 52,732 -
CDS Account maintenance fee 682,600 -
735,332 -
13. Cash and Bank Balances
Cash in hand 41,057 56,894
Bank balances with Prime Bank Ltd, in
Prime Bank Investment Ltd. Client Withdraw (A/C # 54501) 2,062,068 5,287,165
Prime Bank Investment Ltd. Broker Payment (A/C # 54500) 41,406 1,506,400
Prime Bank Investment Ltd. Client Deposit (A/C # 54503) 597,613 850,111
Prime Bank Investment Ltd. Broker Deposit (A/C # 54502) 205,277 2,923,343
Prime Bank Investment Ltd. Own (A/C # 54544) 303,499 56,012
PBL Client deposit (A/C # 01946) 3,653 592,011
PBL Broker deposit (A/C # 01947) 2 5,111
3,254,574 11,277,047
3,000,000,000 3,000,000,000
14. Share Capital
This represents amount received from Prime Bank Ltd as well as sponsor-directors which was subsequently
transferred to the Company's bank account. As at 31 December 2011, a total of 300,000,000 ordinary shares of Tk.
10 each were issued subscribed and fully paid up. Details are as follows:
Authorized capital:
1,000,000,000 ordinary shares of Tk. 10 each 10,000,000,000 10,000,000,000
Issued, subscribed and paid up capital:
No. of shares Percentage Taka
(%)
Prime Bank Ltd 299,999,994 99.99 2,999,999,940
Individuals 6 0.01 60
300,000,000 100 3,000,000,000
15 Deferred tax liabilities
Deferred tax liabilities recognized in accordance with the provisions of BAS 12: Income taxes, is arrived as follows:
Balance as at 1 January 2,238,414 -
Addition/(Reversal) during the year* (87,154) 2,238,414
Balance as at 30 June 2,151,261 2,238,414
* Previously Prime Bank Investment Limited did not recognised Deferred Tax Liabilities. From this year the company
has started to recognise Deferred Tax Liabilities, and prior year's figure has been restated accordingly in accordance
with BAS-12 and 8 respectively.
Amount in Taka
2011 2010
[ 310 ]
16 Loan Facilities from Prime Bank Ltd
Balance of OD facilities: 3,578,091,569 2,260,590,081
PBIL is enjoying OD (General) limit of Tk. 320.00 Crore from Prime Bank Ltd, Motijheel Branch bearing interest @
13.5% per annum on quarterly basis vide reference no. Prime/MJ/CR/2011/28113 dated 26 June 2011. However,
recently the above limit was enhanced to Tk. 400.00 Crore @14.0% per annum on quarterly basis vide reference no.
Prime/MJ/CR/2011/46295 dated 28 December 2011.
17 Liability for Withholding Taxes
Opening balance 649,404 174,895
Add: Additions during the period 91,848,371 2,075,987
Payment during the period (2,338,087) (1,601,463)
Closing balance 90,159,688 649,419
18 Security Deposit Receipt (Earnest Money)
Opening balance 83,800 -
Add: Additions during the period - 187,920
Payment during the period (39,700) (104,120)
Closing balance 44,100 83,800
19 Payable for Expenses
CDBL charges, Dec' 11 412,918 10,000,000
Incentive bonus 5,800,000 9,000,000
Auditor's fee 62,700 60,000
Office Rent 332,982 -
Electric bill 111,468 -
Wasa Bill 19,729 -
Security Expenses 150,219 -
Internet Bill 141,194 -
Refreshment 34,338 -
Utility bill, Uttara Branch 26,852 -
7,092,400 19,060,000
20 Provision for diminution in value of investments
Investments have been recorded at cost and adequate provision for probable future losses has been made. Market
value of securities has been determined on the basis of the value of securities at the last trading date's closing price
of the year i.e. 29 December 2011.
Add: Provision made for the year 388,952,446 11,047,554
Closing Balance 400,000,000 11,047,554
21 Current Income Tax liabilities
Balance as of 1 January 293,589,588 -
Add: Tax expenses for the year 2011 253,038,532 293,589,588
Less: Adjusted during the year (293,589,588) -
Balance as of 31 December 253,038,532 293,589,588
Amount in Taka
2011 2010
[ 311 ]
22 Accounts Payable
Payable to Nabeel Mahmood 3,750 -
Payable to M/s. Nova Electronics 27,840 27,840
Payable to Business automation 620,000 752,000
Payable to K.I. Trading 3,240 21,114
Payable to CDBL 1,703,866 7,759,980
Payable to CMSL Securities Ltd 11,448,727 3,190,779
Payable to PBSL Securities Ltd 27,731,780 51,350,213
Payable to BEXIMCO 5,750 -
Payable to Grameen Phone 34,713 -
Payable to Punarbhaba Security Services Ltd 32,166 -
Payable to Alpine Fresh Water Systems Ltd 33,900 -
Payable to Wifang Securities Ltd 48,573 -
Payable to PFI Securities Ltd 416,073 -
Payable to Ornate Security Services Ltd - 45,033
Payable to Thakral Information Systems Pvt Ltd - 300,000
Payable to Satota Enterprise - 76,062
Payable to Fair Ace Printing Press - 252,450
42,110,378 63,775,470
23 Other Liabilities
Payable to Brokers 7,742,599 -
Payable to Clients 2,072,798 -
Un-earned Revenue 1,994,409 -
11,809,806 -
24 Dividend on Investment in Shares
Bangladesh Oxygen - 38,500
Prime Bank 1st ICB AMCL Mutual Fund 31,149,300 24,303,500
Jamuna Oil - 80,000
BATBC 20,668,800 -
RAK Ceramics Ltd 99,260 -
S.Alam Cold Rolled Steels Ltd 216 -
Confidence Cement Ltd 1,927,850 -
Pragati Insurance Ltd. 395,400 -
Beximco Pharmaceuticals Ltd 14 -
First Janata Bank Mutual Fund 3,024,000 -
Square Pharmaceuticals Ltd 1,346 -
MJL Bangladesh Ltd 60,367 -
Titas Gas 3,898,500 -
M.I. Cement Factory 48,603 -
61,273,656 24,422,000
25 Underwriting Commission
Brac Bank Ltd 150,000 -
EXIM Bank Ltd 200,000 -
Barakatullah Electro Dynamics Ltd. 180,000 -
MJL Bangladesh Ltd 609,600 -
S Alam Cold Rolled Steels Ltd. - 60,000
RAK Ceramics (Bangladesh) Ltd - 240,000
1,139,600 300,000
Amount in Taka
2011 2010
[ 312 ]
26 Bank Interest on STD Accounts
Prime Bank Ltd
Clients' deposit 93,164 531,643
Broker's deposit 46,913 385,218
Own Investment 26,217 61,795
166,295 978,656
27 Salary and Allowances
Basic pay 12,768,110 8,023,465
Allowances includes House rent, Medical, Conveyance 9,946,350 4,648,211
Bonus 1,860,175 1,711,050
Bank's contribution to provident fund 1,172,994 492,134
Incentive bonus 5,800,000 9,000,000
Chauffeur Expenses 171,000 -
31,718,629 23,874,860
28 Rent, Taxes, Insurance and Electricity
Insurance 6,591 88,329
Electricity and water 869,679 882,649
10,451,172 6,569,870
29 Legal Expenses
Professional charges 376,349 575,000
Legal fees 38,665 -
415,014 575,000
30 Postage, Stamp and Telecommunication
Postage, Internet & Newspaper 1,471,909 723,629
Telephone-office 414,310 241,361
1,886,219 964,990
31 Stationery, Printing and Advertisement
Office and printing stationery 2,008,796 1,525,122
Publicity and advertisement 374,763 2,112,284
2,383,560 3,637,406
32 Depreciation, Amortisation and Repairs
Depreciation/amortisation 5,184,480 2,990,158
Amortisation of preliminary expenses 522,915 522,915
Repair and maintenance 895,734 117,770
6,603,129 3,630,843
33 Entertainment, Traveling & Conveyance
Entertainment 1,158,820 808,976
Traveling Expenses 870,461 34,700
Conveyance 118,962 72,512
Development (Fair) Expenses 2,043,161 250,000
4,191,404 1,166,188
Amount in Taka
2011 2010
[ 313 ]
34 Other Expenses
Bank charges 41,588 65,000
Subscription to institutions 157,510 40,000
Training and internship - 733,248
Donation 300,000 -
Exgratia 164,500 132,000
Plant Maintenance 141,075 -
Miscellaneous 533,228 285,624
Car expenses 272,285 -
3,517,313 2,274,752
35 Tax Expenses
Current tax expenses
Head of income Applicable Tax Liability Tax Liability
(Tk.) tax rate (%) (Tk.) (Tk.)
Capital gains on Phoenix Finance 1st MF 163,670 - 6,500 -
tax paid U/S 53M which is final tax liability U/S 82/c
Capital gains on sale of shares 3,450,421 10 345,042 6,156,834
Dividend on shares 61,273,656 20 12,254,731 4,884,400
Business income 641,152,690 37.5 240,432,259 282,548,354
706,040,437 253,038,532 293,589,588
Deferred tax expense* (87,154) 2,238,414
Short provision of tax in 2010 2,987,652 -
Total 255,939,030 295,828,002
* Previously Prime Bank Investment Limited did not recognised Deferred Tax Expenses. From this year the company
has started to recognise Deferred Tax expenses, and prior year's figure has been restated accordingly in accordance
with BAS-12 and 8 respectively.
36 Earnings per share
Net profit after tax 58,505,134 543,624,615
Weighted average outstanding number of shares 300,000,000 200,000,000
Earnings per share 0.20 2.72
37 Others
37.1 Figures in these notes and in the annexed financial statements have been rounded off to the nearest Taka.
37.2 These notes form an integral part of the annexed financial statements and accordingly are to be read in
conjunction therewith.
Dated, Dhaka
12 February 2012
Amount in Taka
2011 2010
[ 314 ]
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[ 316 ]
Auditors Report
to the shareholders of Prime Bank Securities Limited
We have audited the accompanying financial statements of Prime Bank Securities Limited (PBSL) which comprise the
financial position as at 31 December 2011 and the statement of comprehensive income, statement of changes in equity
and statement of cash flows for the year then ended and a summary of significant accounting policies and other explanatory
information disclosed in Notes 1-21 to the financial statements.
Management of PBSL is responsible for the preparation and fair representation of these financial statements in accordance
with Bangladesh Financial Reporting Standards, and for such internal control as management determines is necessary to
enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
accordance with Bangladesh Standards on Auditing. Those standards require that we comply with ethical requirements and
misstatement.
An audit involves performing procedures to obtain evidence about the amount and disclosures in the financial statements.
The procedures selected depend on the auditors judgment, including the assessment of the risks of material misstatement
of the financial statements, whether due to fraud or error. In making those risks assessments, the auditor considers internal
control relevant to the entitys preparation and fair presentation of the financial statements in order to design audit
of the entitys internal control. An audit also includes evaluating the appropriateness of accounting policies used and the
Opinion
In our opinion, the financial statements which have been prepared in accordance with Bangladesh Accounting Standards
give a true and fair view of the state of affairs of the Company as at 31 December 2011 and of their cash flows for the period
from 01 January 2011 to 31 December 2011 and comply with applicable laws and regulations.
(a) we have obtained all the material information and explanations which to the best of our knowledge and belief were
necessary for the purposes of our audit and made due verification thereof;
(b) in our opinion, proper books of account as required by law have been kept by the Company so far as it appeared from
our examination of those books;
(c) the Companys financial position and financial performance dealt with by the report are in agreement with the books
of account; and
(d) the expenditure incurred was for the purposes of the Companys business.
18 January 2012 Chartered Accounts
[ 317 ]
SOURCES OF FUNDS
Share Capital 3 750,000,000 750,000,000
Retained Earnings 4 4,495,828 -
Shareholders equity 754,495,828 750,000,000
APPLICATION OF FUNDS
Non-Current Assets (A)
Fixed assets 5 9,326,599 -
Intangible assets 5 815,796 -
Membership at cost (2010 figure restated) 6 664,000,000 664,000,000
674,142,395 664,000,000
Current Assets (B)
Advances, deposits and prepayments 7 231,300 -
Advance income tax 8 8,143,350 -
Investment in securities 9 32,472,977 9,733,918
Accounts receivable 10 27,780,279 -
Loan to customers 193,021,110 -
Preliminary expenses (2010 figure restated) 11 1,228,243 1,859,615
Cash and cash equivalents 12 4,803,433 74,406,467
267,680,692 86,000,000
Current Liabilities (C)
Accounts payable 13 40,849,889 -
Secured overdraft 14 135,253,198 -
Provision for diminution value of investment in shares 9 988,820 -
Provision for Taxation 15 8,170,117
Deferred tax liabilities 15 665,885
Provision for expenses 16 1,399,350 -
187,327,259 -
Net current assets D=(B-C) 80,353,433 86,000,000
Total assets (A+D) 754,495,828 750,000,000
18 January 2012 Chartered Accountants
Amount in Taka
2011 2010
Note
[ 318 ]
Operating Income
Revenue from brokerage commission 20,187,773 -
Interest income 17 8,507,103 -
Capital gain from investment in shares 1,916,822 -
Dividend income 108,873 -
Other operating income 18 328,617 -
Total operating income (A) 31,049,188 -
Operating expenses 19 14,144,974 -
Direct expenses 20 2,583,564 -
Total operating expenses (B) 16,728,538 -
Operating profit before provision C=(A-B) 14,320,650
Less: Provision for diminution in value of investment in shares 988,820 -
Other provision - -
Total provision (D) 988,820
Operating profit before taxation E=(C-D) 13,331,830 -
Current tax 15 8,170,117 -
Deferred tax 15 665,885 -
Total provision for tax (F) 8,836,002 -
Net profit after tax [G=E-F] 4,495,828 -
Earnings per share 0.06 -
18 January 2012 Chartered Accountants
Amount in Taka
2011 2010
Note
[ 319 ]
Particulars Share capital Retained earnings Total
Balance as at January 01, 2010 - - -
Share capital 750,000,000 - 750,000,000
Profit for the year 2010 - - -
Balance as at December 31, 2010 750,000,000 - 750,000,000
Balance as at January 01, 2011 750,000,000 - 750,000,000
Share capital - - -
Profit for the year 2011 - 4,495,828 4,495,828
Balance as at December 31, 2011 750,000,000 4,495,828 754,495,828
Dated, Dhaka
18 January 2012
[ 320 ]
A Cash flow from operating activities
Net profit during the year 4,495,828 -
Add: Amount considered as non-cash items
Depreciation & amortization charged 1,114,469 -
Write off of preliminary expenses 631,372 -
Dividend receipts (60,367) -
Provision for diminuation in value of investment 988,820 -
Provision for tax 8,836,002 2,000
Provision for expenses 1,399,350 -
12,909,646 2,000
Changes in working capital
(Increase)/decrease in advances, deposits and prepayments (231,300) -
(Increase)/decrease in advance income tax (8,145,350) -
(Increase)/decrease in investments in securities (22,739,059) (9,733,918)
(Increase)/decrease in accounts receivable (27,780,279) -
(Increase)/decrease in loans to customers (193,021,110) -
(Increase)/decrease in preliminary expenses - (1,859,615)
Increase/(decrease) in accounts payable 40,849,889 -
Increase/(decrease) in secured overdraft 135,253,198 -
(75,814,011) (11,593,533)
Net cash used in operating activities (58,408,537) (11,591,533)
B Cash flow from investing activities
Fixed assets acquisition (10,387,589) -
Intangible assets acquition (869,275) -
Membership at cost - (664,000,000)
Net cash flows from investing activities (11,256,864) (664,000,000)
C Cash flows from financing activities
Issue of share capital - 750,000,000
Dividend receipts 60,367 -
Dividend paid - -
Net cash from financing activities 60,367 750,000,000
D Net cash increase / (decrease) (69,605,034) 74,408,467
E Cash and cash equivalents at the beginning of the year 74,408,467 -
F Cash and cash equivalents at the end of the year 4,803,433 74,408,467
Cash in hand 10,817 -
Cash at Bank 4,792,616 74,408,467
4,803,433 74,408,467
Dated, Dhaka
18 January 2012
Amount in Taka
2011 2010
Statement of Cash Flow
[ 321 ]
as at and for the year ended 31 December 2011
1.1 Status of the Company
The Prime Bank Securities Limited ("the Company") was incorporated as a private limited company in Bangladesh
under Companies Act, 1994 vide certificate of incorporation no. C-84302 /10. It commenced its broker business with
one extension office from May 18, 2011 under the license issued by Securities and Exchange Commission. Presently
the company has 2 (two) offices including Head Office all over Bangladesh.
The registered office of the company is located at people's Insurance Bhaban (11th floor) 36, Dilkusha Commercial
Area, Dhaka-1000.
1.2 Nature of Business
The principal objectives of the Company are to act as a member of Dhaka Stock Exchange Ltd. and Chittagong Stock
Exchange Ltd. to carry on the business of stock brokers / dealers in relation to shares and securities dealings and
other services as mentioned in the Memorandum and Articles of Association of the Company.
1.3.2 Statement of compliance
These financial statements have been prepared under the historical cost convention on a going concern basis and
in accordance with Bangladesh Financial Reporting Standards (BFRS), the Companies Act-1994, Securities and
Exchange Rules-1987 and other laws and rules applicable in Bangladesh.
1.3.3 Components of Financial Statements
The financial statements referred to here comprises:
a) Statement of financial position
b) Statement of comprehensive income
c) Statement of change in equity
d) Statement of cash flows and
e) Notes to the financial statements
The preparation of financial statements requires management to make judgments, estimates and assumptions that
affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. It
also requires disclosures of contingent assets and liabilities at the date of the financial statements. Actual results may
differ from these estimates.
Estimates and underlying assumptions are reviewed on an ongoing concern basis. Revisions to accounting
estimates are recognized in the period in which the estimate is revised and in any future periods affected.
1.3.5 Statement of cash flows
Statement of cash flows is prepared in accordance with the Bangladesh Accounting Standard-7 " Statement Cash
Flows" and the cash flows from operating activities have been presented under indirect method.
1.4 Reporting period
These financial statements cover one calendar year from 1 January to 31 December 2011.
1.5 Share capital
Ordinary shares are classified as equity when there is no contractual obligation to transfer cash or other financial
assets.
[ 322 ]
All fixed assets are stated at cost less accumulated depreciation as per BAS-16 " Property, Plant and Equipment".
The cost of acquisition of an asset comprises its purchase price and any directly attributable cost of bringing the
asset to its working condition for its intended use inclusive of inward freight, duties and non-refundable taxes.
The Company recognizes in the carrying amount of an item of property, plant and equipment the cost of replacing
part of such an item when that cost is incurred if it is probable that the future economic benefits embodied with the
item will flow to the company and the cost of the item can be measured reliably. Expenditure incurred after the assets
have been put into operation, such as repairs and maintenance is normally charged off as revenue expenditure in
the period in which it is incurred.
Depreciation is charged on the basis of straight line method on all fixed assets at the following rate:
Category of assets Rate
Furniture and fixtures 20
Office equipment 25
Air conditioners 25
Computer and hardwares 25
For additions during the year, depreciation is charged for the remaining days of the year and for disposal
On disposal of fixed assets, the cost and accumulated depreciation are eliminated from the fixed assets schedule
and gain or loss on such disposal is reflected in the income statement, which is determined with reference to the net
book value of the assets and net sale proceeds.
1.7 Intangible assets and amortization of intangible assets
An intangible asset is recognized if it is probable that the future economic benefits that are attributable to the asset
will flow to the entity and the cost of the assets can be measured reliably.
Software represents the value of computer application software licensed for use of the Company other than those
applied for the operating system of computers. Intangible assets are carried at their cost, less accumulated
amortization and impairment loss, if any.
Initial cost comprises license fees paid at the time of its acquisition and other directly attributable expenditures that
are incurred in customizing the software for its intended use.
Expenditure incurred for software is capitalized only when it enhances and extends the economic benefits of
software beyond its original specification and life and such cost is recognized as capital improvement and added to
the original cost of software.
Software is amortized using the straight-line method over the estimated useful life of 5 (five) years commencing from
the date of the acquisition available for use over the best estimates of its useful economic life.
1.8 Investment in Membership
Investment in membership are stated at cost. The cost of acquisition of an membership comprises its purchase price
and any directly attributable cost of bringing the asset to its working condition for its intended use inclusive of stamp
duty and non-refundable taxes, etc.
1.9 Advance, deposits and prepayments
- Advances are initially measured at cost. After initial recognition, advances are carried at cost less deductions,
adjustments or charges to other account heads such as property, plant and equipment, inventory, etc.
[ 323 ]
- Deposits are measured at payment value.
- Prepayments are initially measured at cost. After initial recognition, prepayments are carried at cost less
charges to Statement of Comprehensive Income.
1.10 Advance Income tax
The amount of advance income tax are mainly deduction at sources by DSE & CSE on daily transaction of broker
& dealer operation. Tax deduction on interest income are also included here.
1.11 Investments in securities
Investment in marketable and non-marketable ordinary shares has been shown at cost. Full provision for diminution
in value of shares as on closing of the year on an aggregate portfolio basis has been made in the account.
1.12 Account receivables
Receivables are recognized when there is a contractual right to receive cash or another financial asset from another
entity.
1.13 Loans to customers
Loans to customers are stated in the balance sheet on gross basis. Interest is calculated on a daily product basis
but charged and accounted for on accrual basis. Interest on customer loans is realized quarterly.
1.14 Preliminary and pre-operating expenses
These are recognized as an asset if it is probable that future economic benefits that are attributable to the asset will
flow to the enterprise and cost of the asset can be measured reliably. These are amortized over 3 years from the
year of their first utilization at the rate of Taka 631,372 per year.
Cash and cash equivalents include notes and coins on hand, unrestricted balances held with Banks and highly liquid
financial assets which are subject to insignificant risk of changes in their fair value, and are used by the Company
management for its short-term commitments.
1.16 Provision for taxation
Provision for current income tax has been made in compliance with relevant provisions of Income Tax law.
1.17 Deferred taxation
Deferred tax liabilities are the amount of income taxes payable in future periods in respect of taxable temporary
deductible temporary differences. Deferred tax assets and liabilities are recognized for the future tax consequences
of timing differences arising between the carrying values of assets, liabilities, income and expenditure and their
respective tax bases. Deferred tax assets and liabilities are measured using tax rates and tax laws that have been
enacted or substantially enacted at the balance sheet date. The impact on the account of changes in the deferred
tax assets and liabilities has also been recognized in the profit and loss account as per BAS-12 "Income Taxes".
1.18 Secured overdraft
Borrowing fund include borrowings from Prime Bank Limited, which is stated in the statement of financial position at
secured overdraft. Interest on secured overdraft is recognized in statement of comprehensive income.
1.19 Incentive bonus
Prime Bank Securities Ltd. started a incentive bonus scheme for its employees. 10% of net profit after tax is given
to the employees in every year as incentive bonus. This bonus amount is being distributed among the employees
based on their performance. The bonus amount is paid annually, normally first quarter of every following year and
the cost are accounted for the period to which it relates.
[ 324 ]
1.20 Provision for liabilities
A provision is recognized in the balance sheet when the Company has a legal or constructive obligation as a result
of a past event and it is probable that an outflow of economic benefit will be required to settle the obligations, in
1.21 Brokerage commission
Brokerage commission is recognized as income when selling or buying order executed
1.22 Interest income on marginal loan
Interest income on margin loan is recognized on accrual basis. Such income is calculated on daily margin loan
balance of the respective customers. Income is recognized on monthly but realized quarterly.
1.23 Capital gain on sale of share
Capital gain on investments in shares is recognized when it is realized.
1.24 Fees income
Fees income arises on services provided by the Company are recognized on accrual basis.
1.25 Dividend income on shares
Dividend income on shares is recognized when the shareholder's right to receive payment is established.
1.26 Interest paid and other expenses
In terms of the provisions of BAS-1 "Presentation of Financial Statements" interest and other expenses are
recognized on accrual basis.
Basic earnings per share has been calculated in accordance with BAS 33 "Earnings per Share" which has been
shown on the face of the profit and loss account. This has been calculated by dividing the profit attributable to the
ordinary shareholders by the weighted average number of ordinary shares outstanding during the year.
Where necessary, all the material events after the reporting period date have been considered and appropriate
adjustment/disclosures have been made in the financial statements.
1.29 Directors' responsibility on financial statements
The board of directors of the company is responsible for the preparation and presentation of these financial
statements.
Related party transaction is a transfer of resources, services or obligation between related parties and here the
related party transactions are the loan taken from Prime Bank Limited and the brokerage transactions done by the
Company for Prime Bank Investment Ltd. as its client, within the financial period.
2 General
a) These financial statements are presented in Taka, which is the Company's functional currency. Figures
appearing in these financial statements have been rounded off to the nearest Taka.
b) The expenses, irrespective of capital or revenue nature, accrued / due but not paid have been provided for in
the books of the Company.
c) Figures of previous year have been rearranged whenever necessary to conform to current years presentation.
[ 325 ]
3 Share capital
Authorized capital
150000000 ordinary shares of Tk.10 each 1,500,000,000 1,500,000,000
Issued, subscribed and paid-up capital
75,000,000 ordinary shares of Taka 10 each issued and fully paid each 750,000,000 750,000,000
Shareholding position of the company is as under Number of shares Taka
Prime Bank Limited 71,250,000 712,500,000
75,000,000 750,000,000
4 Retained earnings
Opening balance as at December 31, 2010 - -
Add: Net profit during the year 4,495,828 -
4,495,828 -
Less: Dividend - -
Closing balance as at December 31, 2011 4,495,828 -
5 Fixed assets less depreciation
Office equipment 1,183,584 -
Air conditioners 1,135,500 -
Computer & hardware 5,902,620 -
Furniture & fixtures 2,165,885 -
10,387,589 -
Less: Accumulated depreciation 1,060,990 -
9,326,599 -
Intangible assets
Back office software-Broker 665,000 -
Back office software-Dealer 150,000 -
Anti virus software 54,275 -
869,275 -
Less: Accumulated amortization 53,479 -
815,796 -
Details in annexure-A
6 Membership at cost
This represents the amount paid for purchasing membership of Dhaka Stock Exchange Limited (DSE) and
Chittagong Stock Exchange Limited (CSE) including stamp duty for transferring shares.
Purchase of DSE membership * 507,500,000 507,500,000
Purchase of CSE membership 156,500,000 156,500,000
664,000,000 664,000,000
* In previous year, Tk.7,500,000 was paid against stamp duty for transfer of membership of DSE which erroneously
shown as preliminary expenses. The balance of 2010 is rectified and restated.
7 Advances, deposits and prepayments
Security deposit with CDBL 200,000 -
Security deposit with CSE 25,000 -
Security deposit with T&T 6,300 -
231,300 -
Amount in Taka
2011 2010
[ 326 ]
8 Advance income tax
Advance income tax deducted by DSE on transaction 7,824,360 -
Advance income tax deducted by CSE on transaction 132,300 -
Advance income tax deducted by Bank on deposits 174,633 -
Advance income tax deducted on dividend 12,057 -
8,143,350 -
9 Investment in securities
Cost Price
M.I. Cement Factory Ltd. 3,608,809 3,608,809
MJL Bangladesh Ltd. 4,000,056 6,125,109
The City Bank Ltd. 4,270,419 -
IFIC Bank Ltd. 7,468,135 -
One Bank Ltd. 4,049,988 -
Phonix Finance and Investment Ltd. 6,070,050 -
Rupali Insurance Company Ltd. 1,766,430 -
Square Pharmaceutical Ltd 1,239,090 -
Total Cost price (A) 32,472,977 9,733,918
Market Price (B) 31,484,157 9,733,918
Loss for diminution in value of investment in shares (C=A-B) 988,820 -
Since right share issue has not yet been exercised, receivable of right share of 17,100 shares of Rupali Insurance
Limited did not considered. As a result loss on investment in securities has increased of Taka 784,890.
Details in annexure-B
10 Accounts receivable
Receivable from DSE - -
Dividend receivable 48,506 -
Receivable from clients 27,731,774 -
27,780,279 -
11 Preliminary expenses
Add: expenses made during the year * - 1,859,615
Less: Write off in 2011 631,372 -
1,228,243 1,859,615
* In previous year, Tk.7,500,000 was paid against stamp duty for transfer of membership of DSE which erroneously
shown as preliminary expenses. The balance of 2010 is rectified and restated.
12 Cash and cash equivalent
Cash in hand 10,817 -
Cash at Bank:
One Bank Limited (SND)-DSE Broker 4,222,066 -
One Bank Limited (SND)-DSE Dealer 83,542 -
One Bank Limited (CD)-DSE Broker 335,801 -
Prime Bank Limited (CD)-Operation 120,858 74,406,467
Prime Bank Limited (CD)-DSE Broker 29,640 -
Prime Bank Limited (CD)-CSE Broker 708 -
4,792,616 74,406,467
4,803,433 74,406,467
Amount in Taka
2011 2010
[ 327 ]
13 Accounts payable
Payable to DSE 29,028,119 -
Payable to CSE - -
Payable to CDBL 23,356 -
Payable to clients 333,490 -
Security deposits 890,554
Payable in transit-clients 10,574,370 -
40,849,889 -
14 Secured Overdraft from Prime Bank Ltd, Motijeel Branch 135,253,198 -
The above loan, overdraft (general), was taken from Prime Bank Ltd, Motijheel Branch bearing interest @ 14.50%
per annnum on quarterly basis vide reference no. Prime/MJ/CR/2011/33809 dated 04 September 2011.
15 Provision for tax
Current tax 8,170,117 -
Deferred tax liability 665,885 -
8,836,002 -
16 Provision for expenses
Internet bill 33,000 -
Security and cleaning 52,000 -
Water bill 2,000 -
Telephone bill 28,000 -
Office rent 126,000 -
Electricity bill 60,000 -
Wasa bill 14,000 -
Salary-PF 77,550
Salary arrear 500,000
Incentive bonus 449,000
Audit fee 41,800 -
Fuel 16,000 -
1,399,350 -
17 Interest income
Interest on margin loan 6,760,777 -
Interest on deposits 1,746,326 -
8,507,103 -
BO opening charge 131,000 -
CDBL income 160,617 -
Annual maintenance fee 37,000 -
328,617 -
Amount in Taka
2011 2010
[ 328 ]
19 Operating expenses
Salary & allowances 3,688,811 -
Festival bonus 599,400 -
Incentive bonus 449,000
Entertainment 167,466 -
Financial expenses 3,609,724 -
Rent 1,489,742 -
Utility bill 1,146,127 -
Repair & maintenance 6,840 -
Conveyance and traveling 13,250 -
Remuneration 26,700 -
Printing and stationery 347,017 -
Advertisement 115,161 -
Audit fee (including Tk.34,500 for pervious year) 76,300 -
Legal fee 17,300 -
Fees and renewal 157,600 -
Professional fee 20,900 -
Depreciation 1,114,469 -
Subscription & donation 4,700 -
Facilities expenses 6,700 -
Training expenses 3,000 -
Office maintenance 56,384 -
Security & cleaning 353,770 -
Newspaper & magazine 4,940 -
Internship allowances 21,600 -
Computer accessories 14,700 -
Website expenses 2,000 -
Write off of preliminary expenses 631,372 -
14,144,974 -
20 Direct expenses
Howla 283,956 -
Laga 1,921,646 -
CDBL charge 373,973 -
Investor protection fund 3,989 -
2,583,564 -
21 Bank Guarantee
As per trading rules of Dhaka Stock Exchange, Bank Guarantee is required for transactions (Buy) in a day
exceeding Tk.5 crore. Prime Bank Securities Limited has received Bank Guarantee for Tk.15 core from Prime Bank
Limited, Motijheel Branch, Dhaka. Documents related to the Bank Guarantee have been submitted to Dhaka Stock
Exchange.
Amount in Taka
2011 2010
[ 329 ]
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[ 332 ]
Report of the Directors
The directors present their report and financial statements for the year ended 31 December 2011.
Principal activities
The principal activity of the company continued to be that of providing remittance service.
Directors
The following directors have held office since 1 January 2011:
Azam J Chowdhury (Resigned 31 July 2011)
Capt Imam Anwar Hossain (Resigned 31 July 2011)
Mohammad Ehsanul Haque (Resigned 29 December 2011)
Md. Shirajul Islam Mollah (Appointed 31 July 2011)
Mohammad Aminul Haque (Appointed 31 July 2011)
Mr Md. Khasru (Appointed 29 December 2011)
Auditors
Reddy Siddiqui & Kabani were appointed auditors to the Company and have expressed their willingness to accept re-
appointment.
Statement of directors' responsibilities
The directors are responsible for preparing the Directors' Report and the financial statements in accordance with applicable
law and regulations.
Company law requires the directors to prepare financial statements for each financial year. Under that law the directors
have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting
Practice (United Kingdom Accounting Standards and applicable law). Under company law the directors must not approve
the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company
and of the profit or loss of the company for that period. In preparing these financial statements, the directors are
required to:
- select suitable accounting policies and then apply them consistently;
- make judgements and accounting estimates that are reasonable and prudent;
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will
continue in business.
The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the
companys transactions and disclose with reasonable accuracy at any time the financial position of the company and enable
them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for
safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud
and other irregularities.
Statement of disclosure to auditors
So far as the directors are aware, there is no relevant audit information of which the company's auditors are unaware.
Additionally, the directors have taken all the necessary steps that they ought to have taken as directors in order to make
themselves aware of all relevant audit information and to establish that the company's auditors are aware of that
information.
[ 333 ]
Status of the Company
PBL Exchange (UK) Limited was incorporated as private limited company with Companies House of England and Wales
under registration no. 07081093 on 19 November 2009. The company is a wholly owned subsidiary of Prime Bank Limited,
incorporated in Bangladesh which is also the company's ultimate holding company. Earlier on 25 August 2009, Prime Bank
Limited got permission from Bangladesh Bank for opening a fully owned subsidiary in UK. PBL Exchange (UK) Limited
obtained Money Laundering registration on 13 April 2010 issued by HM Customs and Excise.
The company got registration from Financial Services Authority (FSA) on 14 May 2010 as Small Payment Institution to carry
out Money Service Business under Payment Services Regulations 2009. The Company commenced its operation on 02
August 2010 with three Branches located at Brick Lane of London, Coventry Road of Birmingham and North Oldham of
Manchester. The registered office is located at 16 Brick Lane, London E1 6RF.
This report has been prepared in accordance with the special provisions relating to small companies within Part 15 of the
Companies Act 2006.
On behalf of the board
Director
February 14, 2012
[ 334 ]
Indepentdent Auditors Report
to the Members of PBL Exchange (UK) Limited
We have audited the financial statements of PBL EXCHANGE (UK) LIMITED for the year ended 31 December 2011 set
out on pages 5 to 12. The financial reporting framework that has been applied in their preparation is applicable law and
United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
This report is made solely to the company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies
Act 2006. Our audit work has been undertaken so that we might state to the company's members those matters we are
required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not
accept or assume responsibility to anyone other than the company and the company's members as a body, for our audit
work, for this report, or for the opinions we have formed.
Respective responsibilities of directors and auditors
As explained more fully in the Directors' Responsibilities Statement set out on pages 1 - 2, the directors are responsible for
the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to
audit the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland).
Those standards require us to comply with the Auditing Practices Board's Ethical Standards for Auditors.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give
reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error.
This includes an assessment of: whether the accounting policies are appropriate to the company's circumstances and have
been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the
directors; and the overall presentation of the financial statements.
Opinion on financial statements
In our opinion the financial statements:
- give a true and fair view of the state of the company's affairs as at 31 December 2011 and of its loss for the year
then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
Opinion on other matter prescribed by the Companies Act 2006
In our opinion the information given in the Directors' Report for the financial year for which the financial statements are
prepared is consistent with the financial statements.
Matters on which we are required to report by exception
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you
if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from
branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of directors' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
- the directors were not entitled to prepare the financial statements and the directors' report in accordance with the
small companies regime.
Mrs. Seema Siddiqui (Senior Statutory Auditor)
for and on behalf of Reddy Siddiqui & Kabani February 14, 2012
Chartered Accountants
Statutory Auditor Park View
183-189 The Vale
Acton
London
W3 7RW
[ 335 ]
Profit and Loss Account of PBL Exchange (UK) Limited
2011 2010
Notes
Turnover 162,501 50,169
Administrative expenses (312,591) (137,042)
Loss on ordinary activities before taxation 2 (150,090) (86,873)
Tax on loss on ordinary activities 3 - -
Loss for the year 8 (150,090) (86,873)
The profit and loss account has been prepared on the basis that all operations are continuing operations.
There are no recognised gains and losses other than those passing through the profit and loss account.
[ 336 ]
Balance Sheet of PBL Exchange (UK) Limited
2011 2010
Notes
Fixed assets
Tangible assets 4 134,948 145,703
Current assets
Debtors 5 51,568 39,438
Cash at bank and in hand 85,129 142,425
136,697 181,863
Creditors: amounts falling due
within one year 6 (58,608) (114,439)
Net current assets 78,089 67,424
Total assets less current liabilities 213,037 213,127
Capital and reserves
Called up share capital 7 450,000 300,000
Profit and loss account 8 (236,963) (86,873)
Shareholders' funds 9 213,037 213,127
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the
small companies regime within Part 15 of the Companies Act 2006.
Approved by the Board and authorised for issue on February 14, 2012
Isbahul Bar Chowdhury Md. Ehsan Khasru Md. Shirajul Islam Mollah
Director Director Director
.
[ 337 ]
Cash Flow Statement of PBL Exchange (UK) Limited
2011 2010

Net cash outflow from operating activities (160,206) (100,641)
Capital expenditure
Payments to acquire tangible assets (7,133) (152,772)
Net cash outflow for capital expenditure (7,133) (152,772)
Net cash outflow before management
of liquid resources and financing (167,339) (253,413)
Financing
Issue of ordinary share capital 150,000 300,000
Net cash inflow from financing 150,000 300,000
(Decrease)/increase in cash in the year (17,339) 46,587
[ 338 ]
Notes to the Cash Flow Statement of PBL Exchange (UK) Limited
1 Reconciliation of operating loss to net cash outflow from operating activities 2011 2010

Operating loss (150,090) (86,873)
Depreciation of tangible assets 17,888 7,069
Increase in debtors (12,130) (39,438)
(Decrease)/Increase in creditors within one year (15,874) 18,601
Net cash outflow from operating activities (160,206) (100,641)
2 Analysis of net funds Other non- 31
1 January cash December
2011 Cash flow changes 2011

Net cash:
Cash at bank and in hand 142,425 (57,296) - 85,129
Bank overdrafts (95,838) 39,957 - (55,881)
46,587 (17,339) - 29,248
Bank deposits - - - -
Net funds 46,587 (17,339) - 29,248
3 Reconciliation of net cash flow to movement in net funds 2011 2010

(Decrease)/increase in cash in the year (17,339) 46,587
Movement in net funds in the year (17,339) 46,587
Opening net funds 46,587 -
Closing net funds 29,248 46,587
The cash and bank balances include an amount 24,568 received from customer for outward remittance at year
end date. The amount was subsequently remitted on 3 January 2012.
[ 339 ]
Notes to the Financial Statements of PBL Exchange (UK) Limited
1 Accounting policies
1.1 Accounting convention
The financial statements are prepared under the historical cost convention.
1.2 Compliance with accounting standards
The financial statements are prepared in accordance with applicable United Kingdom Accounting Standards (United
Kingdom Generally Accepted Accounting Practice), which have been applied consistently (except as otherwise
stated).
1.3 Turnover
Turnover represents amounts received as commission from customers.
1.4 Tangible fixed assets and depreciation
Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the
cost less estimated residual value of each asset over its expected useful life, as follows:
Land and buildings Leasehold 10% straight line
Computer equipment 25% srtaight line
Fixtures, fittings & equipment 25% reducing balance
1.5 Foreign Currency Transactions
Transactions in foreign currency are measured and recorded in Sterling by use of the exchange rate in effect at the
date of transaction. At each statement of financial position date, recorded monetary balances that are denominated
in a foreign currency are adjusted to reflect the rate at the statement of financial position date. All realized and
unrealized exchange adjustment gains and losses are taken to the statement of movements on profit and loss
account.
2 Operating loss 2011 2010

Operating loss is stated after charging:
Depreciation of tangible assets 17,888 7,069
3 Taxation
Total current tax - -
Factors affecting the tax charge for the year
Loss on ordinary activities before taxation (150,090) (86,873)
Loss on ordinary activities before taxation multiplied by standard
rate of UK corporation tax of 0.00% (2010 - 0.00%) - -
Current tax charge for the year - -
On the basis of these financial statements no provision has been made for corporation tax.
[ 340 ]
4 Tangible fixed assets
Land and Plant and Total
buildings machinery etc

Cost
At 1 January 2011 139,200 13,572 152,772
Additions 7,123 10 7,133
At 31 December 2011 146,323 13,582 159,905
Depreciation
At 1 January 2011 5,777 1,292 7,069
Charge for the year 14,632 3,256 17,888
At 31 December 2011 20,409 4,548 24,957
Net book value
At 31 December 2011 125,914 9,034 134,948
At 31 December 2010 133,423 12,280 145,703
5 Debtors 2011 2010

Other debtors 51,568 39,438
6 Creditors: amounts falling due within one year 2011 2010

Bank loans and overdrafts 55,881 95,838
Trade creditors - 734
Taxation and social security 2,727 1,855
Other creditors - 16,012
58,608 114,439
[ 341 ]
7 Share capital 2011 2010

Allotted, called up and fully paid
450,000 Ordinary of 1 each 450,000 300,000
8 Statement of movements on profit and loss account
Profit and
loss
account
Balance at 1 January 2011 (86,873)

Loss for the year (150,090)
Balance at 31 December 2011 (236,963)
9 Reconciliation of movements in shareholders' funds 2011 2010

Loss for the financial year (150,090) (86,873)
Proceeds from issue of shares 150,000 300,000
Net (depletion in)/addition to shareholders' funds (90) 213,127
Opening shareholders' funds 213,127 -
Closing shareholders' funds 213,037 213,127
10 Control
The ultimate controlling party is Prime Bank Limited which is a public limited company registered in Bangladesh.
[ 343 ]
Prime Exchange Co. Pte. Ltd.
The directors present their report to the member together with the audited financial statements of the Company for the
financial year ended 31 December 2011.
The directors of the Company in office at the date of this report are as follows:
Tanjil Chowdhury
Md. Ehsan Khasru
Sharmila Gunasingham
ARRANGEMENTS TO ENABLE DIRECTORS TO ACQUIRE BENEFITS BY MEANS OF THE ACQUISITION OF
SHARES AND DEBENTURES
Neither at the end of the financial year nor at any time during the financial year did there subsist any arrangement to which
the Company is a party, being arrangements whose objects are, or one of whose objects is, to enable the directors of the
Company to acquire benefits by means of the acquisition of shares in, or debentures of, the Company or any other body
corporate.
DIRECTORS INTERESTS IN SHARES OR DEBENTURES
According to the register kept by the Company for the purposes of section 164 of the Singapore Companies Act, the
interests of the directors who held office at the end of the financial year in the shares of the Company and the related
corporation were as follows:
Direct interest Deemed interest
At beginning At beginning
of financial At end of of financial At end of
year of date financial year of date financial
Name of directors of appointment year of appointment year
The Company
(Ordinary shares)
Tanjil Chowdhury
(appointed on 11.12.2011) - - - -
Md. Ehsan Khasru
(appointed on 11.12.2011) - - - -
Sharmila Gunasingham - - - -
Except as disclosed in this report, no directors who held office at the end of the financial year had interests in shares, share
options, warrants or debentures of the Company, or of the related corporation, either at the beginning of the financial year,
or at the end of the financial year.
[ 344 ]
DIRECTORS CONTRACTUAL BENEFITS
Except as disclosed in the financial statements, since the end of the previous financial year, no director of the Company
has received or become entitled to receive a benefit by reason of a contract made by the Company or a related corporation
with the director or with a firm of which the director is a member, or with a company in which the director has a substantial
financial interest.
SHARE OPTIONS
During the financial year, there were:
no options granted by the Company to any person to take up unissued shares of the Company; and
no shares issued by virtue of any exercise of option to take up unissued shares of the Company.
At the end of the financial year, there were no unissued shares of the Company under option.
AUDITORS
The auditors, C. C. Yang & Co., have expressed their willingness to accept re-appointment.
... ...
Md. Ehsan Khasru Tanjil Chowdhury
14 February 2012
[ 345 ]
Statement by Directors
In the opinion of the directors,
(a) the accompanying financial statements set out in the following sections of the financial statements:
Notes, comprising a summary of significant accounting policies and other explanatory notes
are drawn up so as to give a true and fair view of the state of affairs of the Company as at 31 December 2011
and the results, changes in equity and cash flows of the Company for the financial year then ended; and
(b) at the date of this statement, there are reasonable grounds to believe that the Company will be able to pay its debts
as and when they fall due.
... ...
Md. Ehsan Khasru Tanjil Chowdhury
14 February 2012
[ 346 ]
Independent Auditors Report
To The Member of Prime Exchange Co. Pte. Ltd.
Report on the Financial Statements
We have audited the accompanying financial statements of Prime Exchange Co. Pte. Ltd., which comprise the statement
of financial position as at 31 December 2011, and the statement of comprehensive income, statement of changes in equity
and statement of cash flows for the financial year then ended, and a summary of significant accounting policies and other
explanatory information.
Management is responsible for the preparation of financial statements that give a true and fair view in accordance with the
provisions of the Singapore Companies Act, (the Act) and Singapore Financial Reporting Standards, and for devising and
maintaining a system of internal accounting controls sufficient to provide a reasonable assurance that assets are
safeguarded against loss from unauthorised use or disposition; and transactions are properly authorised and that they are
recorded as necessary to permit the preparation of true and fair profit and loss account and balance sheet and to maintain
accountability of assets.
accordance with Singapore Standards on Auditing. Those standards require that we comply with ethical requirements and
misstatement.
statements. The procedures selected depend on the auditors judgement, including the assessment of the risks of material
misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor
considers internal control relevant to the entitys preparation of the financial statements that give a true and fair view in
order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion
on the effectiveness of the entitys internal control. An audit also includes evaluating the appropriateness of accounting
policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall
presentation of the financial statements.
Opinion
In our opinion, the financial statements are properly drawn up in accordance with the provisions of the Act and Singapore
Financial Reporting Standards so as to give a true and fair view of the state of affairs of the Company as at 31 December
2011 and the results, changes in equity and cash flows of the Company for the financial year ended on that date.
In our opinion, the accounting and other records required by the Act to be kept by the Company have been properly kept
in accordance with the provisions of the Act.
C.C. YANG & CO.
PUBLIC ACCOUNTANTS AND
CERTIFIED PUBLIC ACCOUNTANTS
SINGAPORE
14 February 2012
[ 347 ]
(Expressed in Singapore Dollars)
2011 2010
Note $ $
Commission Income 314,463 259,275
Other Income 3 5,850 5,214
Employee Benefits Expense 4 (259,718) (267,789)
Depreciation 7 (29,427) (27,536)
Foreign Currency Gains 336,435 323,678
Other Expenses 5 (263,176) (185,898)
Profit Before Income Tax 104,427 106,944
Income Tax Expense 6 4,249 (8,874)
Net Profit for the Year 108,676 98,070
Other Comprehensive Income
Other Comprehensive Income, Net of Tax - -
Total Comprehensive Income $ 108,676 $ 98,070
The accompanying notes form an integral part of these financial statements
[ 348 ]
2 0 1 1 2 0 1 0
Note $ $
ASSETS
Non-Current Assets
Property, Plant and Equipment 7 41,618 14,539
Total Non-Current Assets 41,618 14,539
Current Assets
Other Receivables 8 39,252 54,598
Cash and Bank Balances 9, 10 540,878 317,496
Fixed Deposits 10 151,353 300,675
Total Current Assets 731,483 672,769
Total Assets $ 773,101 $ 687,308
EQUITY AND LIABILITIES
Capital and Reserves
Share Capital 11 250,000 250,000
Accumulated Profits 341,343 330,737
Total Equity 591,343 580,737
Non-Current Liabilities
Deferred Tax Liabilities 12 2,869 2,207
Total Non-Current Liabilities 2,869 2,207
Current Liabilities
Trade and Other Payables 13 178,556 95,064
Tax Payable 333 9,300
Total Current Liabilities 178,889 104,364
Total Equity and Liabilities $ 773,101 $ 687,308
[ 349 ]
Share Accumulated
Capital Profits Total
Note $ $ $
Balance at 1.1.2010 250,000 232,667 482,667
Total Comprehensive
Income for the Year - 2010 - 98,070 98,070
Balance at 31.12.2010 250,000 330,737 580,737
Total Comprehensive
Income for the Year - 2011 - 108,676 108,676
Distribution to Owner
Dividends 16 - (98,070) (98,070)
Total Distribution to Owner - (98,070) (98,070)
Balance at 31.12.2011 $ 250,000 $ 341,343 $ 591,343
[ 350 ]
2 0 1 1 2 0 1 0
Note $ $
Cash Flows From Operating Activities
Profit Before Income Tax 104,427 106,944
Adjustments For:
Depreciation 29,427 27,536
Interest Income ( 850) (678)
Operating Profit Before Working
Capital Changes 133,004 133,802
Decrease/(Increase) in
Other Receivables 15,331 ( 26,950)
Increase in
Trade and Other Payables 83,492 43,662
Cash Flows Generated From Operations 231,827 150,514
Income Tax Paid (4,056) (16,751)
Interest Received 865 675
Net Cash Flows From Operating Activities 228,636 134,438
Cash Flows From Investing Activities
Purchase of Property, Plant and Equipment (56,506) (4,891)
Net Cash Flows Used In Investing Activities (56,506) (4,891)
Cash Flows From Financing Activities
Dividends Paid On Ordinary Shares (98,070) -
Net Cash Flows Used In Financing Activities (98,070) -
Net Increase in
Cash and Cash Equivalents 74,060 129,547
Cash and Cash Equivalents
at Beginning of Year 618,171 488,624
Cash and Cash Equivalents
at End of Year 10 $ 692,231 $ 618,171
[ 351 ]
These notes form an integral part of and should be read in conjunction with the accompanying financial statements.
1. CORPORATE INFORMATION
Prime Exchange Co. Pte. Ltd. is a limited liability company incorporated and domiciled in the Republic of Singapore
whose registered office and principal place of business is located at 2ADesker Road Singapore 209549 and another
branch at Block 134 #01-305 Jurong Gateway Road Singapore 600134.
The Company is a wholly-owned subsidiary of PRIME BANK LIMITED, incorporated in Bangladesh, which is also
the Companys ultimate holding company.
The principal activities of the Company are to carry on the remittance business and to undertake and participate in
transactions, activities and operations commonly carried on or undertaken by remittance and exchange house.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
2.1 Basis of preparation
The financial statements have been prepared in accordance with Singapore Financial Reporting Standards (FRS)
and the applicable requirements of the Singapore Companies Act.
The financial statements have been prepared on the historical cost basis except as disclosed in the accounting
policies below.
Functional currency
The management has determined the currency of the primary economic environment in which the Company
operates i.e. functional currency, to be the Singapore dollars. Sales prices and major costs of providing goods and
services including major operating expenses are primarily influenced by fluctuations in Singapore dollars.
The financial statements are presented in Singapore dollars.
2.2 Changes in accounting policies
The accounting policies adopted are consistent with those of the previous financial year except in the current
financial year, the Company has adopted all the new and revised standards and Interpretations of FRS (INT FRS)
that are relevant to its operations and effective for annual periods beginning on or after 1 January 2011. The adoption
of these standards and interpretations did not have any effect on the financial performance or position of the
Company.
2.3 Standards issued but not yet effective
The Company has not adopted the following standards and interpretations that have been issued but are only
effective for annual financial periods beginning on or after the respective dates.
Effective 1 July 2011
Amendments to FRS 107 - Disclosures Transfers of Financial Assets
Effective 1 January 2012
Amendments to FRS 12 - Deferred Tax: Recovery of Underlying Assets
Effective 1 July 2012
Amendments to FRS 1 - Presentation of Items of Other Comprehensive
Income
Effective 1 January 2013
Revised FRS 19 - Employee Benefits
Revised FRS 27 - Separate Financial Statements
Revised FRS 28 - Investments in Associates and Joint Ventures
FRS 110 - Consolidated Financial Statements
FRS 111 - Joint Arrangements
FRS 112 - Disclosure of Interests in Other Entities
FRS 113 - Fair Value Measurements
Except for the Amendments to FRS 1 and FRS 112, the directors expect that the adoption of the other standards
and interpretations above will have no material impact on the financial statements in the period of initial application.
The nature of the impending changes in accounting policy on adoption of the Amendments to FRS 1 and FRS 112
are described below.
[ 352 ]
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Contd)
Amendments to FRS 1 Presentation of Items of Other Comprehensive Income
The amendments to FRS 1 changes the grouping of items presented in Other Comprehensive Income (OCI). Items
that could be reclassified to profit or loss at a future point in time would be presented separately from items which
will never be reclassified. As the amendments only affect the presentations of items that are already recognised in
OCI, the Company does not expect any impact on its financial position or performance upon adoption of this
standard.
FRS 112 Disclosure of Interests in Other Entities
FRS 112 is a new and comprehensive standard on disclosure requirements for all forms of interests in other entities,
including joint arrangements, associates, special purpose vehicles and other off balance sheet vehicles. FRS 112
requires an entity to disclose information that helps users of its financial statements to evaluate the nature and risks
associated with its interests in other entities and the effects of those interests on its financial statements. The
Company is currently determining the impact of the disclosure requirements. As this is a disclosure standard, it will
have no impact to the financial position and financial performance of the Company when implemented in 2013.
All items of property, plant and equipment are initially recorded at cost. Subsequent to recognition, property, plant
and equipment are measured at cost less accumulated depreciation and any accumulated impairment losses. The
cost includes the cost of replacing part of the property, plant and equipment. The cost of an item of property, plant
and equipment is recognised as an asset if, and only if, it is probable that future economic benefits associated with
the item will flow to the Company and the cost of the item can be measured reliably.
Subsequent expenditure relating to property, plant and equipment that has already been recognised is added to the
carrying amount of the asset only when it is probable that future economic benefits associated with the item will flow
to the Company and the cost of the item can be measured reliably. Other subsequent expenditure is recognised as
repair and maintenance expense in the profit or loss during the financial year in which it is incurred.
Depreciation is computed on the straight line method to write off the cost of property, plant and equipment over the
estimated useful lives. The estimated useful lives of the property, plant and equipment are as follows:-
Furniture & fittings 3 years
Office equipment 3 years
Office renovation 3 years
Fully depreciated assets are retained in the accounts until they are no longer in use and no further charge for
depreciation is made in respect of these assets.
The carrying values of property, plant and equipment are reviewed for impairment when events or changes in
circumstances indicate that the carrying value may not be recoverable.
The residual value, useful life and depreciation method are reviewed at the end of each reporting year to ensure that
the amount, method and period of depreciation are consistent with previous estimates and the expected pattern of
consumption of the future economic benefits embodied in the items of property, plant and equipment.
An item of property, plant and equipment is derecognised upon disposal or when no economic benefits are expected
from its use or disposal. Any gain or loss arising on derecognition of the asset is included in the profit or loss in the
financial year the asset is derecognised.
2.5 Impairment of non-financial assets
The Company assesses at each reporting date whether there is an indication that an asset may be impaired. If any
such indication exists, or when annual impairment assessment for an asset is required, the Company makes an
estimate of the assets recoverable amount.
[ 353 ]
2.5 Impairment of non-financial assets (Contd)
An assets recoverable amount is the higher of an assets or cash-generating units fair value less costs to sell and
its value in use and is determined for an individual asset, unless the asset does not generate cash inflows that are
largely independent of those from other assets or group of assets. Where the carrying amount of an asset or cash-
generating unit exceeds its recoverable amount, the asset is considered impaired and is written down to its
recoverable amount. In assessing value in use, the estimated future cash flows expected to be generated by the
asset are discounted to their present value using a pre-tax discount rate that reflects current market assessments
of the time value of money and the risks specific to the asset. In determining fair value less costs to sell, recent
market transactions are taken into account, if available. If no such transactions can be identified, an appropriate
valuation model is used.
Impairment losses are recognised in the profit or loss except for assets that are previously revalued where the
revaluation was taken to other comprehensive income. In this case, the impairment is also recognised in other
comprehensive income up to the amount of any previous revaluation.
An assessment is made at each reporting date as to whether there is any indication that previously recognised
impairment losses may no longer exist or may have decreased. If such indication exists, the Company estimates the
assets or cash-generating units recoverable amount. A previously recognised impairment loss is reversed only if
there has been a change in the estimates used to determine the assets recoverable amount since the last
impairment loss was recognised. If that is the case, the carrying amount of the asset is increased to its recoverable
amount. That increase cannot exceed the carrying amount that would have been determined net of depreciation,
had no impairment loss been recognised previously. Such reversal is recognised in the profit or loss unless the asset
is measured at revalued amount, in which case the reversal is treated as a revaluation increase.
2.6 Financial assets
Financial assets are recognised on the statement of financial position when, and only when, the Company becomes
a party to the contractual provisions of the financial instrument.
Non-derivative financial assets with fixed or determinable payments that are not quoted in an active market are
classified as loans and receivables. Such assets are initially recognised at fair value, plus directly attributable
transaction costs and subsequently carried at amortised cost using the effective interest method less impairment.
Gains and losses are recognised in the profit or loss when the loans and receivables are derecognised or impaired,
and through the amortisation process.
A financial asset is derecognised when the contractual right to receive cash flows from the asset has expired. On
derecognition of a financial asset in its entirety, the difference between the carrying amount and the sum of the
consideration received and any cumulative gain or loss that has been recognised directly in other comprehensive
income is recognised in the profit or loss.
The Company classifies the following financial assets as loans and receivables:
Cash and short term deposits
Other receivables
2.7 Impairment of financial assets
The Company assesses at the end of each reporting year whether there is any objective evidence that a financial
asset or group of financial assets is impaired and recognises an allowance for impairment when such evidence
exists.
If there is objective evidence that an impairment loss on loans and receivables carried at amortised cost has been
incurred, the amount of the loss is measured as the difference between the assets carrying amount and the present
value of estimated future cash flows discounted at the financial assets original effective interest rate. If a loan has
a variable interest rate, the discount rate for measuring any impairment loss is the current effective interest rate. The
carrying amount of the asset is reduced through the use of an allowance account. The impairment loss is recognised
in the profit or loss.
If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively
to an event occurring after the impairment was recognised, the previously recognised impairment loss is reversed
to the extent that the carrying amount of the financial asset does not exceed its amortised cost at the reversal date.
The amount of reversal is recognised in the profit or loss.
[ 354 ]
Cash and cash equivalents comprise cash and bank balances and fixed deposits that are readily convertible to
known amounts of cash and which is subject to an insignificant risk of changes in value.
2.9 Provisions
Provisions are recognised when the Company has a present obligation (legal or constructive) as a result of a past
event, it is probable that an outflow of resources embodying economic benefit will be required to settle the obligation
and the amount of the obligation can be estimated reliably.
Provisions are reviewed at the end of each reporting year and adjusted to reflect the current best estimate. If it is no
longer probable that an outflow of economic resources will be required to settle the obligation, the provision is
reversed. If the effect of the time value of money is material, provisions are discounted using a current pre tax rate
that reflects current market assessments of the time value of money and the risks specific to the liability. When
discounting is used, the increase in the provision due to the passage of time is recognised as a finance cost.
2.10 Financial liabilities
Financial liabilities are recognised on the statement of financial position when, and only when, the Company
becomes a party to the contractual provisions of the financial instrument. The Company determines the classification
of its financial liabilities at initial recognition.
All financial liabilities are recognised initially at fair value plus in the case of financial liabilities not at fair value
through profit or loss, directly attributable transaction costs.
2.10 Financial liabilities (Contd)
Subsequent to initial recognition, derivatives are measured at fair value. Other financial liabilities (except for financial
guarantee) are measured at amortised cost using the effective interest method.
For financial liabilities other than derivatives, gains and losses are recognised in the profit or loss when the liabilities
are derecognised, and through the amortisation process. Any gains or losses arising from changes in fair value of
derivatives are recognised in the profit or loss. Net gains or losses on derivatives include exchange differences.
A financial liability is derecognised when the obligation under the liability is discharged, cancelled or expired. When
an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms
of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of
the original liability and the recognition of a new liability, and the difference in the respective carrying amounts is
recognised in the profit or loss.
2.11 Employee benefits
Defined contribution plan
As required by law, the Company makes contributions to the Central Provident Fund (CPF) scheme in Singapore, a
defined contribution pension scheme. CPF contributions are recognised as compensation expenses in the same
period as the employment that gives rise to these contributions.
2.12 Leases
Operating leases
Leases where substantially all risks and rewards incidental to ownership are retained by the lessors are classified
as operating leases. Operating lease payments are recognised as an expense in the profit or loss on a straight-line
basis over the lease term.
The aggregate benefit of incentives provided by the lessor is recognised as a reduction of rental expense over the
lease term on a straight-line basis.
Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Company and the
revenue can be reliably measured regardless of when the payment is made. Revenue is measured at the fair value
consideration received or receivable, taking into account contractually defined terms of payments and excluding
taxes or duty. The following specific recognition criteria must also be met before revenue is recognised:
Revenue from rendering of services is recognised upon completion and delivery of services to the customers.
Interest income is recognised using the effective interest method.
[ 355 ]
2.14 Income Taxes
(i) Current tax
Current tax assets and liabilities for the current and prior periods are measured at the amount expected to be
recovered from or paid to the Income Tax Authorities. The tax rates and tax laws used to compute the amount are
those that are enacted or substantively enacted at the end of the reporting year.
Current taxes are recognised in the profit or loss except to the extent that the tax relates to items recognised outside
profit or loss, either in other comprehensive income or directly in equity. Management periodically evaluates
positions taken in the tax returns with respect to situations in which applicable tax regulations are subject to
interpretation and establishes provisions where appropriate.
(ii) Deferred tax
Deferred tax is provided, using the liability method, on all temporary differences at the end of the reporting year
between the tax bases of assets and liabilities and their carrying amounts for financial reporting purposes.
Deferred tax assets are recognised for all deductible temporary differences, carry forward of unused tax credits and
unused tax losses, to the extent that it is probable that taxable profit will be available against which the deductible
temporary differences, and the carry forward of unused tax credits and unused tax losses can be utilised.
The carrying amount of deferred tax asset is reviewed at the end of each reporting year and reduced to the extent
that it is no longer probable that sufficient taxable profit will be available to allow all or part of the deferred tax asset
to be utilised.
Unrecognised deferred tax assets are reassessed at the end of each reporting year and are recognised to the extent
that it has become probable that future taxable profit will allow the deferred tax asset to be recovered.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the year when the asset
is realised or the liability is settled, based on tax rates and tax laws that have been enacted or substantively enacted
at the end of each reporting year.
Deferred tax relating to items recognised outside profit or loss is recognised outside profit or loss. Deferred tax items
are recognised in correlation to the underlying transaction either in other comprehensive income or directly in equity.
Deferred tax assets and deferred tax liabilities are offset, if a legally enforceable right exists to set off current tax
assets against current tax liabilities and the deferred taxes relate to the same taxable entity and the same taxation
authority.
(iii) Sales tax
Revenues, expenses and assets are recognised net of the amount of sales tax except:
Where the sales tax incurred on a purchase of assets or services is not recoverable from the taxation authority, in
which case the sales tax is recognised as part of the cost of acquisition of the asset or as part of the expense item
as applicable; and
Receivables and payables that are stated with the amount of sales tax included.
The net amount of sales tax recoverable from, or payable to, the taxation authority is included as part of receivables
or payables in the statement of financial position.
2.15 Foreign currency transactions
Transactions in foreign currencies are measured and recorded in Singapore dollars on initial recognition at exchange
rates approximating those ruling at the dates of transactions. Monetary assets and liabilities denominated in foreign
currencies are translated at the rate of exchange ruling at the end of the reporting year. Non-monetary items that
are measured in terms of historical cost in a foreign currency are translated using the exchange rates as at the dates
of the initial transactions. Non-monetary items measured at fair value in foreign currency are translated using the
exchange rates at the date when the fair value was determined.
Exchange differences on the settlement of monetary items or translating monetary items at the end of the reporting
year are recognised in the profit or loss.
[ 356 ]
2.16 Dividend
Interim dividend is recorded in the financial year in which it is declared payable. Final dividend is recorded in the
financial year in which the dividend is approved by the shareholders.
2.17 Significant accounting judgements and estimates
The preparation of the Companys financial statements requires management to make judgements, estimates and
assumptions that affect the reported amounts of revenues, expenses, assets and liabilities, and the disclosure of
contingent liabilities at the end of each reporting year. However, uncertainty about these assumptions and estimates
could result in outcomes that could require a material adjustment to the carrying amount of the asset or liability
affected in the future periods.
Key sources of estimation uncertainty
The key assumptions concerning the future and other key sources of estimation uncertainty at the end of each
reporting year, that have a significant risk of causing a material adjustment to the carrying amounts of assets and
liabilities within the next financial year are discussed below:
Useful lives of property, plant and equipment
The cost of property, plant and equipment is depreciated on a straight-line basis over the property, plant and
equipment estimated useful lives. Management estimates the useful lives of these property, plant and equipment to
be 3 years. Changes in the expected level of usage and technological developments could impact the economic
useful lives of these assets, therefore, future depreciation charges could be revised. The carrying amounts of the
Companys property, plant and equipment at the end of the reporting year are disclosed in Note 7 to the financial
statements.
Income taxes
Significant judgement is involved in determining the Companys provision for income taxes. There are certain
transactions and computations for which the ultimate tax determination is uncertain during the ordinary course of
business. The Company recognises liabilities for expected tax issues based on estimates of whether additional taxes
will be due. Where the final tax outcome of these matters is different from the amounts that were initially recognised,
such differences will impact the income tax and deferred tax provisions in the period in which such determination is
made. The carrying amounts of the Companys income tax payable and deferred tax liabilities at 31 December 2011
were $333 (2010 - $9,300) and $2,869 (2010 - $2,207) respectively.
3. OTHER INCOME 2 0 1 1 2 0 1 0
$ $
Interest income 850 678
Jobs credit scheme - 2,161
Miscellaneous income - 2,375
SME cash grant 5,000 -
$ 5,850 $ 5,214
4. EMPLOYEE BENEFITS EXPENSE 2 0 1 1 2 0 1 0
$ $
Salaries, bonuses and
other related costs 242,706 249,755
Employers contribution
to Central Provident Fund 17,012 18,034
$ 259,718 $ 267,789
The above includes remuneration of key management personnel as shown in Note 15(b) to the financial statements.
[ 357 ]
5. OTHER EXPENSES
The following items have been included in arriving at other expenses:
2 0 1 1 2 0 1 0
$ $
Entertainment 19,085 10,710
Insurance 12,886 5,518
Office rental 102,000 49,306
Professional and legal fees 8,076 11,919
Software rental 19,558 18,036
Telephone charges 18,064 13,162
Transportation 12,283 10,929
Utilities 12,696 10,138
6. INCOME TAX EXPENSE
2 0 1 1 2 0 1 0
$ $
Based on results for the year
Current tax 333 9,300
Deferred tax 398 (540)
731 8,760
Underprovision/(Overprovision)
in respect of prior years
Current tax (5,244) (81)
Deferred tax 264 195
$(4,249) $ 8,874
The reconciliation between the tax expense and the product of accounting profit multiplied by the applicable
corporate tax rate for the years ended 31 December 2011 and 2010 is as follows:-
2 0 1 1 2 0 1 0
Profit before income tax $ 104,427 $ 106,944
Tax expense calculated at tax
rate of 17% (2010 - 17%) 17,753 18,180
Expenses not deductible
for tax purposes 4 1,820
Income not subject to tax (850) ( 367)
Productivity and innovation credit (15,177) (723)
Singapore statutory stepped
income exemption (999) (10,150)
Underprovision/(Overprovision)
in respect of prior years
Current tax (5,244) (81)
Deferred tax 264 195
$(4,249) $ 8,874
[ 358 ]
7. PROPERTY, PLANT AND EQUIPMENT
Furniture Office Office
& fittings equipment renovation Total
2011 $ $ $ $
Cost:
At 1.1.2011 6,432 50,454 64,850 121,736
Additions 710 15,788 40,008 56,506
At 31.12.2011 7,142 66,242 104,858 178,242
Accumulated
depreciation:
At 1.1.2011 5,490 42,261 59,446 107,197
Depreciation
for the year 717 9,970 18,740 29,427
At 31.12.2011 6,207 52,231 78,186 136,624
Net book value:
At 31.12.2011 $ 935 $ 14,011 $ 26,672 $ 41,618
Furniture Office Office
& fittings equipment renovation Total
2010 $ $ $ $
Cost:
At 1.1.2010 5,104 46,891 64,850 116,845
Additions 1,328 3,563 - 4,891
At 31.12.2010 6,432 50,454 64,850 121,736
Accumulated
depreciation:
At 1.1.2010 5,009 36,823 37,829 79,661
Depreciation
for the year 481 5,438 21,617 27,536
At 31.12.2010 5,490 42,261 59,446 107,197
Net book value:
At 31.12.2010 $ 942 $ 8,193 $ 5,404 $ 14,539
[ 359 ]
8. OTHER RECEIVABLES
2 0 1 1 2 0 1 0
$ $
Interest receivable 2 18
Deposits 34,000 33,750
Prepayments 5,250 20,830
$ 39,252 $ 54,598
9. CASH AND BANK BALANCES
The cash and bank balances include an amount of $171,703 (2010 - $86,962) (Note 13) received from customers
for outward remittance at year end date. The amount was subsequently remitted on 3 January 2012 (2010 - 2
January 2011).
10. CASH AND CASH EQUIVALENTS
Cash and cash equivalents included in the statement of cash flows comprise the following amounts:
2 0 1 1 2 0 1 0
$ $
Cash and bank balances (Note 9) 540,878 317,496
Fixed deposits 151,353 300,675
$ 692,231 $ 618,171
Cash and bank balances and fixed deposits are denominated in the following currencies:
2 0 1 1 2 0 1 0
$ $
Singapore Dollars 648,973 589,913
Taka 43,258 28,258
$ 692,231 $ 618,171
The fixed deposits placed with a bank mature within 12 months (2010 12 months) from the end of the reporting
year and bear interest at 0.25% - 0.75% (2010 - 0.25% - 0.45%) per annum.
11. SHARE CAPITAL
2 0 1 1 2 0 1 0
$ $
Issued and fully paid
250,000 (2010 250,000)
ordinary shares $ 250,000 $ 250,000
The holder of ordinary shares is entitled to receive dividends as and when declared by the Company. All ordinary
shares of no par value carry one vote per share without restriction.
[ 360 ]
12. DEFERRED TAX LIABILITIES
2 0 1 1 2 0 1 0
Deferred tax liabilities $ 2,869 $ 2,207
The movements in deferred tax liabilities during the year are as follows:
Accelerated
Tax
Depreciation Total
$ $
Balance at 1.1.2010 2,552 2,552
Credited to profit or
loss 2010 (345) (345)
Balance at 31.12.2010 $ 2,207 $ 2,207
Charged to profit or
loss 2011 662 662
Balance at 31.12.2011 $ 2,869 $ 2,869
13. TRADE AND OTHER PAYABLES
2 0 1 1 2 0 1 0
$ $
Accruals 6,853 8,102
Funds received from customers (Note 9) 171,703 86,962
$ 178,556 $ 95,064
14. COMMITMENTS
(a) Capital commitments
Capital expenditure contracted for as at the end of the reporting year but not recognised in the financial statements
is as follows:
2 0 1 1 2 0 1 0
Capital commitments in respect of
property, plant and equipment $ - $ 30,420
[ 361 ]
14. COMMITMENTS (Contd)
(b) Operating lease commitments
At the end of the reporting year, the Company was committed to making the following payments in respect of
rental commitments under non-cancellable operating leases:
2 0 1 1 2 0 1 0
$ $
Leases which expire:
Within one year 98,000 103,284
Later than one year
but within five years 54,000 152,535
$ 152,000 $ 255,819
15. RELATED PARTY TRANSACTIONS
An entity or individual is considered a related party for the purpose of these financial statements if it has the ability
(directly or indirectly) to control or exercise significant influence over the operating and financial decisions of the
Company or vice versa, or where it is subject to common control or common significant influence.
The Company has the following significant related party transactions entered with its related parties and the effect
of these transactions at terms agreed between the parties are reflected in these financial statements:-
(a) Transactions with related party
2 0 1 1 2 0 1 0
$ $
Professional fee 5,726 9,130
Secretarial fee 1,070 2,461
Other expenses 912 -
(b) Compensation of key management personnel
2 0 1 1 2 0 1 0
$ $
Key Executive Officers
Salaries, bonus and
other related costs 72,000 101,258
Employers contribution to
Central Provident Fund - 5,830
$ 72,000 $ 107,088
16. DIVIDENDS
2 0 1 1 2 0 1 0
$ $
Exempt one-tier final
dividend of $0.39228 per ordinary
share in respect of year ended
31 December 2010 $ 98,070 $ -
[ 362 ]
17. FINANCIAL INSTRUMENTS
The Companys financial instruments comprise financial assets and liabilities. Financial assets and liabilities mainly
relate to receivables and payables which arise directly from its operations.
Financial risk management objectives and policies
The main purpose for holding or issuing financial instruments is to raise and manage the finances for the Companys
operating, investing and financing activities. There is exposure to the financial risks on the financial instruments such
as credit risk, liquidity risk, market risk comprising interest rate risk, foreign currency risk and other price risk
exposures. The management has certain practices for the management of financial risks. However, these are not
documented in formal written documents. The following guidelines are followed: All financial risk management
activities are carried out and monitored by senior management staff. All financial risk management activities are
carried out following good market practices.
The Company does not hold or issue derivative financial instruments for trading purposes or to hedge against
fluctuations in interest and foreign exchange rates.
The following sections provide details regarding the Companys exposure to the above-mentioned financial risks and
the objectives, policies and processes for the management of these risks.
Credit risk
Credit risk is the risk of loss that may arise on outstanding financial instruments should a counterparty default on its
obligations. The Companys exposure to credit risk arises primarily from other receivables. For other financial assets
(including cash and cash equivalents), the Company minimises credit risk by dealing exclusively with high credit
rating counterparties.
The Company has no significant concentration of credit risk. The Company has policies in place to ensure that
transactions are entered into only with counterparties that are of acceptable credit quality.
The maximum exposure to credit risk is represented by the net carrying amount of financial assets recorded in the
Cash and cash equivalents that are neither past due nor impaired are placed with or entered into with reputable
financial institutions or companies with high credit ratings and no history of default.
Liquidity risk
Liquidity risk is the risk that the Company will encounter difficulty in meeting financial obligations due to shortage of
funds. The Companys exposure to liquidity risk arises primarily from mismatches of the maturities of financial assets
and liabilities.
The Company ensures that there are adequate funds and availability of funding through committed credit facilities
to meet all its operational requirements.
As at the end of the reporting year, the expected contractual undiscounted cash outflows of financial liabilities are
due in less than a year.
[ 363 ]
17. FINANCIAL INSTRUMENTS (Contd)
Financial risk management objectives and policies (Contd)
Interest rate risk
Interest rate risk is the risk that the fair value or future cash flows of the Companys financial instruments will fluctuate
because of changes in market interest rates. The Company has no exposure to interest rate risks as interest arising
primarily from fixed deposits is fixed and does not fluctuate with changes in market interest rate.
Foreign currency risk
The Companys remittance activities are transacted in Taka and United States dollars. Exchange rate movements in
Taka, the United States dollars and the Singapore dollars, the Companys functional currency, exposed the
Company to foreign currency risk.
The Company does not use derivative financial instruments to hedge against the volatility associated with foreign
currency transactions.
Sensitivity analysis: The effect is insignificant.
Equity price risk
The Company has no exposure to equity price risk.
Capital risk management
The Companys objectives when managing capital are to safeguard the Companys ability to continue as a going
concern in order to provide returns for shareholders and benefits for other stakeholders and to maintain an optimal
capital structure to reduce the cost of capital.
In order to maintain or adjust the capital structure, the Company may adjust the amount of dividends paid to
shareholders, return capital to shareholders, issue new shares or sell assets to reduce debt.
The total capital of the Company as at the end of the reporting year is the Total equity as presented on the
statement of financial position.
The Company is not subject to any externally imposed capital requirements.
18. FAIR VALUE OF FINANCIAL INSTRUMENTS
The fair value of a financial instrument is the amount at which the instrument could be exchanged or settled between
knowledgeable and willing parties in an arms length transaction, other than in a forced or liquidation sale.
Financial instruments whose carrying amounts approximate fair values
Management has determined that the carrying amounts of cash and bank balances, fixed deposits, current other
receivables, current trade and other payables, based on their notional amounts, reasonably approximate their fair
values because these are mostly short term in nature.
19. AUTHORISATION OF FINANCIAL STATEMENTS
The financial statements for the year ended 31 December 2011 were authorised for issue in accordance with a
resolution of the directors on February 14, 2012.
[ 365 ]
The Directors present their first report and the audited financial statements for the period from 7th April, 2011 (Date of
incorporation) to 31st December, 2011.
Principal Activies
PBL Finance (Hong Kong) Limited (the Company) is a company incorporated and domiciled in Hong Kong and has its
registered office and principal place of business at Room 608, 6/F., Admiralty Centre, Tower Two, 18 Harcourt Road, Hong
Kong. The principal activities of the Company are money lending in Hong Kong and providing the following services:-
- Advising of documentary credits;
- Endorsing confirmation to the credit upon request of issuing bank;
- Negotiating/discounting of documents; and
- Remittance business.
Results and And Appropriations
The profit of the Company for the period ended 31st December, 2011 and the state of the Company's affairs as at that date
are set out in the Company's financial statements on pages 5 to 15.
The directors do not recommend the payment of a dividend for the period ended 31st December, 2011.
Property, Plant and Equipment
Details of the movements during the period in the property, plant and equipment of the Company are set out in note 10 to
the financial statements.
Share Capital and Reserves
Details of the movement during the period in the share capital of the Company are set out in note 12 to the Company's
There were no movements in reserves except for changes to retained earnings which arose from profit or loss.
Directors
The directors of the Company during the period and up to the date of this report were:
Azam J. CHOWDHURY (Appointed on 7th April, 2011)
Mohammad Ehsanul HAQUE (Appointed on 7th April, 2011
and resigned on 15th December, 2011)
Capt. Imam Anwar HOSSAIN (Appointed on 25th April, 2011)
Md. Ehsan KHARSU (Appointed on 19th December, 2011)
There being no provision in the Company's articles of association in connection with the retirement of directors by rotation,
all existing directors continue in office for the following year.
The Company did not enter into any contract, other than the contracts of service with the directors or any person engaged
in the full-time employment of the Company, whereby any individual, firm or body corporate undertakes the management
and administration of the whole, or any substantial part of any business of the Company.
[ 366 ]
Arrangements to Purchase Shares or Debentures
At no time during the period was the Company or its holding company a party to any arrangements to enable the directors
of the Company to acquire benefits by means of the acquisition of shares in, or debentures of, the Company or any other
body corporate.
Directors Interests
Details of directors' interest during the period are set out in note 13 to the financial statements.
Apart from the above, there were no contract of significance to which the Company or its holding company was a party and
in which a director of the Company had a material interest, whether directly or indirectly, subsisted at the end of the period
or at any time during the period.
Auditors
Aresolution will be submitted to the annual general meeting to re-appoint T. O. Yip & Co. Limited as auditor of the Company.
On behalf of the Board
Azam J Chowdhury
Chairman
Date : 14th February, 2012
[ 367 ]
Independent Auditors Report
to the Shareholders of PBL Finance (Hong Kong) Limited
(Incorporated in Hong Kong with limited liability)
We have audited the financial statements of PBL Finance (Hong Kong) Limited (the Company) set out on pages 5 to 15,
which comprise the statement of financial position as at 31st December, 2011, and the statement of changes in equity,
statement of income and retained earnings and statement of cash flows for the period then ended, and a summary of
significant accounting policies and other explanatory information.
Directors' Responsibility for the Financial Statements
The directors are responsible for the preparation of financial statements that give a true and fair view in accordance with
the Hong Kong Financial Reporting Standard for Private Entities issued by the Hong Kong Institute of Certified Public
Accountants and the Hong Kong Companies Ordinance, and for such internal control as the directors determine is
necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud
or error.
Auditor's Responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. This report is made solely to
you, as a body, in accordance with section 141 of the Hong Kong Companies Ordinance, and for no other purpose.
We conducted our audit in accordance with Hong Kong Standards on Auditing issued by the Hong Kong Institute of
Certified Public Accountants. Those standards require that we comply with ethical requirements and plan and perform the
audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.
statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material
misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor
considers internal control relevant to the entity's preparation of financial statements that give a true and fair view in order
to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on
the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies
used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation
of the financial statements.
Opinion
In our opinion, the financial statements give a true and fair view of the state of the Company's affairs as at 31st December,
2011, and of its profit and cash flows for the period then ended in accordance with the Hong Kong Financial Reporting
Standard for Private Entities and have been properly prepared in accordance with the Hong Kong Companies Ordinance.
T. O. Yip & Co. Limited
Certified Public Accountants (Practising)
Yip Tak On
Practising Certificate Number : P00301
Date : 14th February, 2012
[ 368 ]
Statement of Income and Retained Earnings for the Period
from 7th April, 2011 (date of incorporation) to 31st December, 2011
Note HK$
INTEREST INCOME 1,417,470
INTEREST EXPENSES 4 (340,936)
NET INTEREST INCOME 1,076,534
OTHER OPERATING INCOME 5 345,045
TOTAL OPERATING INCOME 1,421,579
Staff costs (555,713)
Depreciation 10 (5,516)
Other operating expenses (485,487)
TOTAL OPERATING EXPENSES (1,046,716)
PROFIT BEFORE TAXATION 8 374,863
INCOME TAX EXPENSES 9 (60,038)
PROFIT FOR THE PERIOD
AND RETAINED EARNINGS AT END OF THE PERIOD 314,825
[ 369 ]
as at 31st December, 2011
NOTE HK$
NON-CURRENT ASSETS
Property, plant and equipment 10 48,776
CURRENT ASSETS
Discounted bills receivable 54,680,501
Deposits, prepayments and other receivable 109,200
Cash and bank balances 1,449,532
56,239,233
CURRENT LIABILITIES
Accrued liabilities and other payables 274,986
Amount due to ultimate holding company 11 53,408,160
Income tax payable 60,038
53,743,184
NET CURRENT ASSETS 2,496,049
2,544,825
EQUITY
Share capital 12 2,230,000
Retained earnings 314,825
2,544,825
Md. Ehsan Khasru Capt. Imam Anwar Hossain
Director Director
[ 370 ]
Notes to Statement of Cash Flows
for the period from 7th April, 2011 (Date of Incorporation) to 31st December, 2011
NOTE HK$
OPERATING ACTIVITIES
Profit before taxation 374,863
Adjustments for :
Depreciation 10 5,516
OPERATING PROFIT BEFORE CHANGES IN
WORKING CAPITAL 380,379
Increase in discounted bills receivable (54,680,501)
Increase in deposits, prepayments and other receivable (109,200)
Increase in accrued liabilities and other payables 274,986
Increase in amount due to ultimate holding company 53,408,160
CASH USED IN OPERATING ACTIVITIES (726,176)
INVESTING ACTIVITIES
Purchase of property, plant and equipment 10 (54,292)
CASH USED IN INVESTING ACTIVITIES (54,292)
FINANCING ACTIVITIES
Issue of shares 12 2,230,000
CASH GENERATED FROM INVESTING ACTIVITIES 2,230,000
NET INCREASE IN CASH AND CASH EQUIVALENTS
AND CASH AND CASH EQUIVALENTS AT THE END
OF THE PERIOD 1,449,532
ANALYSIS OF CASH AND CASH EQUIVALENTS
Cash and bank balances 1,449,532
[ 371 ]
Accounting Policies and Explanatory Notes to The Financial Statements
for the Period Ended 31st December, 2011
1. GENERAL INFORMATION
The Company was incorporated in Hong Kong under the Companies Ordinance on 7th April, 2011 and domiciled in
Hong Kong and has its registered office and principal place of business at Room 608, 6/F., Admiralty Centre, Tower
Two, 18 Harcourt Road, Hong Kong. The principal activities of the Company are money lending in Hong Kong and
provides the following services:-
- Advising of documentary credits;
- Endorsing confirmation to the credit upon request of issuing bank;
- Negotiating/discounting of documents; and
- Remittance business.
2. BASIS OF PREPARATION AND ACCOUNTING POLICIES
These financial statements have been prepared in accordance with the Hong Kong Financial Reporting Standard for
Private Entities (HKFRS for Private Entities) issued by the Hong Kong Institute of Certified Public Accountants and
the requirements of the Hong Kong Companies Ordinance. They have been prepared under the historical cost
convention.
(a) Property, plant and equipment
Items of property, plant and equipment are measured at cost less accumulated depreciation and any accumulated
impairment losses.
Depreciation is charged so as to allocate the cost of assets less their residual values over their estimated useful lives,
using the straight-line method. Assets held under finance leases, for which there is no reasonable certainty that the
Company will obtain ownership at the end of the lease term, are depreciated over their expected useful lives on the
same basis as owned assets, or where shorter, the terms of the relevant lease. The following annual rates are used
for the depreciation of property, plant and equipment:
Office equipment 33 1/3%
Furniture and fixtures 33 1/3%
If there is an indication that there has been a significant change in the depreciation rate, useful life or residual value
of an asset, the depreciation of that asset is revised prospectively to reflect the new expectations.
An asset's carrying amount is written down immediately to its recoverable amount if the asset's carrying amount is
greater than its estimated recoverable amount.
(b) Cash and cash equivalents
Cash and cash equivalents includes cash on hand, demand deposits and other short-term highly liquid investments
with original maturities of three months or less. Bank overdraft is shown within borrowings in current liabilities on the
statement of financial position.
(c) Trade receivables
Trade receivables are recognised initially at the transaction price. They are subsequently measured at amortised cost
using the effective interest method, less provision for impairment. A provision for impairment of trade receivables is
established when there is objective evidence that the Company will not be able to collect all amounts due according
to the original terms of the receivables.
[ 372 ]
2. BASIS OF PREPARATION AND ACCOUNTING POLICIES (CONTD)
(d) Borrowings
Borrowings are recognised initially at the transaction price and are subsequently stated at amortised cost. Borrowings
are classified as current liabilities unless the Company has an unconditional right to defer settlement of the liability for
at least twelve months after the reporting date.
Interest expense is recognised on the basis of the effective interest method and is included in finance costs.
(e) Revenue recognition
Revenue is measured at the fair value of the consideration received or receivable and is shown net of discounts,
rebates, returns, sales-related taxes.
Revenue is recognised in statement of income and retained earnings provided it is probable that the economic
benefits will flow to the Company and the revenue and costs, if applicable, can be measured reliably, as follows:-
(i) from the rendering of confirming and advising, checking, telex, postage and other services, when the services
are rendered; and
(ii) interest income; on an accrual basis using the effective interest method by applying the rate that discounts the
estimated future cash receipts through the expected life of the financial instrument to the net carrying amount
of the financial asset.
(f) Borrowing costs
All borrowing costs are recognised in profit or loss in the period in which they are incurred.
(g) Taxation
Income tax expense represents the sum of the tax currently payable and deferred tax.
The tax currently payable is based on taxable profit for the period. Taxable profit differs from profit as reported in the
statement of comprehensive income and retained earnings because of items of income or expense that are taxable
or deductible in other periods and items that are never taxable or deductible. The Company's liability for current tax
is calculated using tax rates that have been enacted or substantively enacted by the end of the reporting period.
Deferred tax is recognised on temporary differences between the carrying amounts of assets and liabilities in the
financial statements and the corresponding tax bases using in the computation of taxable profit. Deferred tax liabilities
are generally recognised for all taxable temporary differences. Deferred tax assets are generally recognised for all
deductible temporary differences to the extent that is probable that taxable profits will be available against which those
deductible temporary differences can be utilised.
The carrying amount of deferred tax assets is reviewed at the reporting date and reduced to the extent that it is no
longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the
liability is settled or the asset realised, based on tax rates (and tax laws) that have been enacted or substantively
enacted at the reporting date. The measurement of deferred tax liabilities and assets reflects the tax consequences
that would follow from the manner in which the Company expects, at the reporting date, to recover or settle the
carrying amount of its assets and liabilities. However, the measurement of deferred tax liabilities associated with an
investment property measured at fair value does not exceed the amount of tax that would be payable on its sale to
an unrelated market participant at fair value at the reporting date. Deferred tax is recognised in statement of income,
except when it relates to items that are recognised in other comprehensive income or directly in equity, in which case
the deferred tax is also recognised in other comprehensive income or directly in equity respectively.
[ 373 ]
2. BASIS OF PREPARATION AND ACCOUNTING POLICIES (CONTD)
(h) Foreign currency translation -- transaction and balances
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the
dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and
from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies
are recognised in statement of income and retained earnings.
Foreign exchange gains and losses that relate to borrowings and cash and cash equivalents are presented in
statement of income and retained earnings within "finance costs". All other foreign exchange gains and losses are
presented in statement of income within "other operating expenses".
(i) Dividend distribution
Dividend distribution to the Company's shareholders is recognised as a liability in the period in which the dividends
are approved by the Company's shareholders.
(j) Related parties
For the purpose of these financial statements, related party includes a person and entity as defined below:
(i) A person or a close member of that person's family is related to the Company if that person:
(a) is a member of the key management personnel of the Company or of a parent of the Company;
(b) has control over the Company; or
(c) has joint control or significant influence over the reporting entity or has significant voting power in it.
(ii) An entity is related to the Company if any of the following conditions applies:
(a) the entity the Company are members of the same group (which means that each parent, subsidiary and fellow
subsidiary is related to the others).
(b) either entity is an associate or joint venture of the other entity (or of a member of a group of which the other
entity is a member).
(c) both entities are joint ventures of a third entity.
(d) either entity is a joint venture of a third entity and the other entity is an associate of the third entity.
(e) the entity is a post-employment benefit plan for the benefit of employees of either the Company or an entity
related to the Company. If the reporting entity is itself such a plan, the sponsoring employers are also related
to the plan.
(f) the entity is controlled or jointly controlled by a person identified in (i).
(g) a person identified in (i)(a) has significant voting power in the entity.
(k) Impairment of non-financial assets
At each reporting date, property, plant and equipment is reviewed to determine whether there is any indication that
such has suffered an impairment loss. If there is an indication of possible impairment, the recoverable amount of any
affected asset (or group of related assets) is estimated and compared with its carrying amount. If an estimated
recoverable amount is lower, the carrying amount is reduced to its estimated recoverable amount, and an impairment
loss is recognised immediately in profit or loss.
If an impairment loss subsequently reverses, the carrying amount of the asset (or group of related assets) is
increased to the revised estimate of its recoverable amount, but not in excess of the amount that would have been
determined had no impairment loss been recognised for the asset (group of related assets) in prior years. A reversal
of an impairment loss is recognised immediately in profit or loss.
(l) Operating leases
Rentals payable under operating leases are charged to profit or loss on a straight-line basis over the term of the
relevant lease.
[ 374 ]
3. KEY SOURCES OF ESTIMATION UNCERTAINTY
Property, plant and equipment and depreciation
The Company determines the estimated useful lives and related depreciation charges for the Company's property,
plant and equipment. This estimate is based on the historical experience of the actual useful lives of property, plant
and equipment of similar nature and functions. The Company will revise the depreciation charge where useful lives
are different to those previously estimated, or it will write-off or write-down technically obsolete or non-strategic assets
that have been abandoned or sold.
4. INTEREST EXPENSES
HK$
Bank charges and interest 85
Interest on amount due to ultimate holding company 340,851
340,936
5. OTHER OPERATING INCOME
HK$
Advising commission income 43,449
Handling and checking fee 56,127
Other charges and commission fee 244,179
Other income 1,290
345,045
6. DIRECTORS' REMUNERATION
Directors' remuneration disclosed pursuant to Section 161 of the Hong Kong Companies Ordinance is as follows :-
HK$
Fees -
Other emoluments -
7. EMPLOYEE BENEFIT OBLIGATIONS
The Company operates a Mandatory Provident Fund Scheme (the MPF scheme) under the Hong Kong Mandatory
Provident Fund Schemes Ordinance for employees employed under the jurisdiction of the Hong Kong Employment
Ordinance and not previously covered by the defined benefit retirement plan. The MPF scheme is a defined
contribution retirement plan administered by independent trustees. Under the MPF scheme, the employer and its
employees are each required to make contributions to the plan at 5% of the employees' relevant income, subject to
a cap of monthly relevant income of HK$20,000. Contributions to the plan vest immediately.
[ 375 ]
8. PROFIT BEFORE TAXATION
The following items have been recognised as expenses in determining profit before tax:
HK$
Auditors' remuneration 15,000
Depreciation 5,516
9. INCOME TAX EXPENSE
Taxation in the statement of income and retained earnings represents:
HK$
Current tax Hong Kong Profits Tax
Provision for the period 60,038
The provision for Hong Kong Profits Tax is calculated at 16.5% of the estimated assessable profit for the period.
No deferred tax has been provided as the effect of all temporary difference is immaterial.
10. PROPERTY, PLANT AND EQUIPMENT
Office
equipment Furniture Total
HK$ HK$ HK$
Cost
Additions and at 31st December, 2011 38,292 16,000 54,292
Accumulated depreciation and impairment
Charge for the period
and at 31st December, 2011 3,740 1,776 5,516
Carrying amount
At 31st December, 2011 34,552 14,224 48,776
11. AMOUNT DUE TO ULTIMATE HOLDING COMPANY
The amount due to ultimate holding company (Note 15) is unsecured, interest-bearing at agreed premium over LIBOR
and repayable within agreed maturity.
12. SHARE CAPITAL
HK$
Authorised:-
3,500,000 ordinary shares of HK$1.00 each 3,500,000
Issued and fully paid :-
2,230,000 ordinary shares of HK$1.00 each 2,230,000
[ 376 ]
The Company was incorporated with an authorised share capital of HK$3,500,000 divided into 3,500,000 shares of
HK$1 each. 1 share was issued at par for cash to provide for the initial capital of the Company.
Pursuant to an ordinary resolution passed on 19th May, 2011 the issued share capital of the Company was increased
from HK$1 to HK$2,230,000 by the issue of 2,229,999 ordinary shares of HK$1 each for cash at par.
13. RELATED PARTY TRANSACTIONS
In addition to the transactions, balances and guarantees disclosed elsewhere in these financial statements, the
Company has the following material related party transactions during the period:-
HK$
Transactions and balances with ultimate holding company:-
Discounted bills receivable 35,786,086
Bank balance 110,114
Interest payable, included in accrued liabilities and other payables 257,986
Interest expenses 340,851
14. OPERATING LEASE COMMITMENTS
The Company rents office premises under operating lease which cover a minimum period of fourteen months, with
fixed rentals over the same period.
HK$
Minimum lease payments under operating leases recognised as
an expense during the period 320,000
At the period-end, the Company had outstanding commitments under non-cancellable operating leases that fall due
as follows:
HK$
Within one year 240,000
In the second to fifth years, inclusive -
240,000
15. PARENT AND ULTIMATE HOLDING COMPANY
At 31st December, 2011, the directors consider the immediate parent and ultimate controlling party of the Company
to be Prime Bank Limited, which is incorporated in Bangladesh. This entity produces financial statements available
for public use.
[ 377 ]
Some Significant Events of 2011
Inauguration of the second branch of
Singapore at Jurong East, Singapore.
The 16th Annual General Meeting
of the Bank in progress
Inauguration of the Baneswar
Branch, Rajshahi.
Inauguration of the Ashugonj Branch,
Brahmanbaria.
Inauguration of SME/Agriculture
branch at Madunaghat,
Chittagong.
[ 378 ]
PBL MD receiving the Best
Bank award from Minister for
Civil Aviation and Tourism,
Muhammad Faruk Khan.
AMD, PBL receiving 1st Prize in
the ICMAB Best Corporate Award-
2011 in the private banking
category from Finance Minister
AMA Muhith.
Mr. Jose E. Prieto, President & CEO
of BID, France, handing over the
International Star for Leadership in
Quality (ISLQ) Award in the Gold
category to Prime Bank Limited,
in Paris.
DMD & CFO of PBL receiving
SAFA Best Bank Award from
Muhammad Faruk Khan, Minister
for Civil Aviation and Tourism.
Products and Awards Exhibition of the
Bank in the capital.
[ 379 ]
Partial View of the 16th Annual
Business Conference.
Inauguration of ATM booth at
Gulshan Avenue, Dhaka.
Opening of SME/Agriculture
Branch at Jhikorgacha
Press Conference on the occasion of
16th Anniversary of the Bank.
Inauguration of Prime Bank Securities
Limited (PBSL), a subsidiary of Prime
Bank.
[ 380 ]
Inauguration of the Mirzapur
Branch, Tangail.
Inauguration of the Muradpur
Branch, Chittagong.
Inauguration of the Jamalpur
Branch.
Inauguration of SME/Agriculture Branch
at Chatkhil, Noakhali.
Inauguration of the Kadamtoli Branch,
Sylhet.
[ 381 ]
Notice is hereby given to all Members of Prime Bank Limited that the 17
th
Annual General Meeting of the Company will be
held on Thursday, 29
th
March 2012 at 11:00 a.m. in the Winter Garden, Ruposhi Bangla Hotel, 1 Minto Road, Dhaka to
transact the following business:
AGENDA
1. To receive, consider and adopt the Directors Report and Audited Financial Statements of the Bank for the year ended
31
st
December 2011 together with the Auditors Report thereon.
2. To declare dividend for the year ended 31
st
December 2011 as recommended by the Board of Directors.
3. To elect/re-elect Directors.
4. To appoint Auditors for the term until the next Annual General Meeting and fix their remuneration.
By order of the Board of Directors
Sd/-
Dated.15.02.2012 EVP & Company Secretary
Notes:
a. The Record Date shall be Monday, 5
th
March 2012. Shareholders whose names appear in the Members Register
of the Company on the Record Date will be eligible to attend the meeting and qualify for dividend.
b. The Board of Directors has recommended @20% Stock Dividend & @10% Cash Dividend for the year 2011.
c. AMember eligible to attend and vote at the Annual General Meeting may appoint a proxy to attend and vote on his/her
behalf. Duly stamped Proxy Form must be submitted to Share Department of the Company at least 72 hours before
the scheduled Meeting at 11.00 a.m. Proxy Form will be available with the Annual Report, Banks website and at the
Share Department of the Bank.
d. Shareholders and proxies are requested to record their entry in the Annual General Meeting well in time. No entry will
be recorded before 8.00 and after 11.30 a.m. on the scheduled Meeting date.
e. Members are advised to update change of address (if any) through their respective Depository Participant.
f. Directors Report and Audited Financial Statements of the Bank for the year ended 31
st
December 2011 together with
the Auditors Report thereon shall be available on banks website from 15
th
March 2012 onward.
Notice of the Seventeenth Annual General Meeting
Registered Office: Adamjee Court Annex Building-2
119-120 Motijheel C/A, Dhaka-1000
[ 382 ]
Motijheel Branch, Dhaka
Date of Opening : 17-04-1995
Adamjee Court Annex Building-2
119-120, Motijheel C/A, Dhaka-1000
PABX : 9567265, Direct : (02)
7175491, 9567225, 9559876, 9515341,
7175492, 9515352
Cell : 01711-612437(HOB),
01714-048548 (OM) Fax : 9567223
Khatunganj Branch, Chittagong
142, Chand Mia Lane
Khatunganj, Chittagong-4000
PABX : (031) 623213-14,
Direct : (031) 623212, 627297,
Cell : 01711-430916 (HOB),
01711-400332 (OM) Fax : (031) 610848
Moulvi Bazar Branch, Dhaka
77/4, Moulvi Bazar, Dhaka-1100
PABX : (02) 7311017, 7313407,
Direct : (02) 7318305,
Cell : 01711-824628 (HOB),
01711-628481 (OM)
Tele-Fax : (02) 7318305
Khulna Branch, Khulna
7, Old Jessore Road, Khulna-9100
PABX : (041) 725100,811459,
Direct : (041) 720071,
Cell : 0173-0320020 (HOB)
01711-824361 (OM),
Fax : (041) 731195
Islamic Banking Branch, Dilkusha, Dhaka
19, Dilkusha Commercial Area, Dhaka-1000
PABX : (02) 9567227, 7169071,
7165796, 7160859, 9514928, 7160859
Direct: (02) 7169401,
Cell : 01711-401248 (HOB),
01714-014889 (OM)
Fax : (02) 9567228,
Sylhet Branch, Sylhet
Laldighirpar, Sylhet-3100
PABX : (0821) 721127,
Direct : (0821) 710208, 01711-824366 (HOB)
Fax : (0821) 710673
Mohakhali Branch, Dhaka
69,Mohakhali C/A. Dhaka-1212
PABX : (02)9882291,8826483, 8817210,
Direct :8850302,9887188,
Cell: : 01730-320022 (HOB)
.01730-320023(OM),
Fax : (02) 9886052
Barisal Branch, Barisal
37, Hemayet Uddin Road, Barisal-8200
PABX : (0431) 64011,
Direct : (0431) 64012,
Cell : 01711-824362 (HOB),
017300301814 (OM).
Fax : (0431) 63712
Rajshahi Branch, Rajshahi
138/144, Shaheb Bazar, Rajshahi-6100
PABX : (0721) 773981,
Direct : (0721) 771874,
Cell : 01713-082804 (HOB),
01711-824363 (OM)
Fax : (0721) 773980
Kawran Bazar Branch, Dhaka
54, Kawran Bazar C/A., Dhaka-1215
PABX : (02) 91242967,
Direct : (02) 8157288, 9145394, 9145397,
Cell : 01713-069926 (HOB),
01711-628188 (OM),
Fax : (02) 9129004
Elephant Road Branch, Dhaka
Ananta Plaza, 136,
Elephant Road, Dhaka-1205
PABX : (02) 9662776-7, 8622592,
Direct : (02) 9673783, 9673786,
Cell : 01713-080386 (HOB)
01711-628190 (OM),
Fax (02) 8622591
Islamic Banking Br., Amberkhana, Sylhet
Kasablanca Tower (1st Floor)
982, Dargah Gate, Sylhet-3100
PABX : (0821) 717332,
Direct : (0821) 71733,
Cell: 01711-824365 (HOB)
Fax : (0821) 717337
Court Road Branch, Moulvi Bazar
Court Road, Moulvi Bazar-3200
PABX : (0861) 53877,
Direct : (0861) 53878, 64940,
Cell : 01711-824364 (HOB),
01714-116172 (OM)
Fax : (0861) 53878
Mouchak Branch, Dhaka
Manhattan Tower (1st Floor)
83, Siddeshwari Circular Road,
Malibagh, Dhaka-1217
PABX : (02) 8352832, 9347757,
9347757, Direct : (02) 8352831,
Cell : 01714-133334 (HOB)
01730-034864(MO),
Fax : (02) 9338883
Gulshan Branch, Dhaka
Plot # 01, Block-CEN(H), Road # 109
Gulshan Avenue (Near Wonder Land),
Dhaka-1212
PABX : (02) 9890898, 9886171, 8815885,
Direct : (02) 9862937,
Cell : 01714-015533 (HOB)
01711-628187 (OM),
Fax : (02) 8820276
Narayanganj Branch, Narayanganj
Modern Model Complex,
56, S.M.Maleh Road, Narayanganj-1400
PABX : (02) 7630150, Direct : (02)
7646894, 7645782,
Cell : 01714-069971 (HOB),
01711-628191 (OM)
Fax : (02) 7630140
Agrabad Branch, Chittagong
Chittagong Chamber House
38, Agrabad C/A., Chittagong-4100
PABX : (031) 716724-5,
Direct : (031) 2521659, 2526396,
2526397, 727018, 710970, 2526160
Cell : 01711-748400 (HOB),
01711-796636 (OM), Fax : (031) 718971
Jubilee Road Branch, Chittagong
Pedrollo Plaza, 5, Jubilee Road
Chittagong-4000
PABX : (031) 614649, 613939,
Direct (031) 2850319,
Cell : 01714-080989 (HOB),
01711-796635 (OM), Fax : (031) 618982
Bangshal Branch, Dhaka
43/44, Malitola, North-south Road,
Bangshal, Dhaka-1100
PABX : (02) 9561501,
Direct : (02) 9556635, 7113310, 7123480,
Cell : 01713-019530 (HOB)
01711-628483 (OM),
Fax : (02) 7175185
Branch Network
[ 383 ]
Jessore Branch, Jessore
47, Netaji Subhas Chandra Road
Jessore Town, Jessore-7400
PABX : (0421) 68815,
Direct : (0421) 68814,
Cell : 01714-074014 (HOB),
01714-036224 (OM)
Fax : (0421) 68816
Ganakbari Branch, Savar, Dhaka
Somsher Plaza (1st floor), (Opposite
Dhaka EPZ), Balibhadra Bazar Bas
stand, Dhamsona, Ganakbari Savar,
Dhaka-1340
PABX : (02) 7788100,7788897,
Direct : (02) 7788896,
Cell : 01711-628192 (HOB),
01714-071123 (OM)
Fax : (02) 7789378
Uttara Branch, Dhaka
Siaam Tower (1st Floor), Plot # 15,
Sector # 03, Dhaka Mymensingh Road,
Uttara Model Town, Dhaka
PABX : (02) 8916233, 8950341-2,
Direct : (02) 8950016,
Cell : 01714-092081 (OM),
01711612438 (HOB), Fax : (02) 8924248
Foreign Exchange Branch, Dhaka
Al-Haj Mansion, 82, Motijheel CIA,
Dhaka-1000
PABX : (02) 9551682,9564976,
Direct : (02) 7161146, 9570751, 7162679,
Cell : 01922-110898 (HOB)
01711-836618 (OM),
01711-809295 Fax : (02) 9553078
Satmasjid Road Branch, Dhaka
House # 99, Road # 11/A
Dhanmondi RIA, Dhaka-1209
PABX : (02) 9122374, 9130466,
Direct : ( 02) 8153556, 9135982,
Cell : 01730-373939 (HOB)
01711-425208 (OM),
Fax: (02) 8121652
New Eskaton Branch, Dhaka
133, New Eskaton Road, Dhaka- 1000
PABX : (02) 9354044, 9354738,
Direct : (02) 9359683,
Cell : 01714-071124 (HOB),
01714-016957 (OM)
Fax : (02)) 9354826
Bogra Branch, Bogra
331/364, Rangpur Road, Borogola
Bogra-5800
PABX : (051) 78203, 67172,
Cell : 01730-034948 (HOB),
01711-439004 (OM)
Fax : (051) 61142
Madhabdi Branch, Narsingdi
Plot # 17, Madhabdi Bazar
Narsingdi-1604
PABX : (06257) 56682,
Cell : 01711-593583 (HOB),
01711-431364 (OM)
Fax : (06257) 56683
Banani Branch, Dhaka
House # 62, Block E, Kamal Ataturk
Avenue Banani Dhaka-1212
PABX : (02) 8815754, 9889868,
8854988, Direct : (02) 8852899,
8850329, 8836890,
Cell- 01769555577(HOB),
01711-824242 (OM),
Fax:(02) 8853616
Islamic Banking Branch, Mirpur, Dhaka
Date of Opening : 13.11.2003
Mamoni Tower, 1244, East Monipur
Begum Rokeya Sarani, Mirpur, Dhaka-1216
PABX : (02) 8058371,8057682,
Direct : (02) 8057681,
Cell: 01730-031817 (HOB),
01714-098072 (OM)
Fax : (02) 8057441
Islamic Banking Branch O. R. Nizam
Road, Chittagong
O. R. Nizam Road, Hazrat Garibullah
City Corporation Bhaban, 739/804 CDA
Avenue, Bagmoniram, Chittagong
PABX : (031) 639855, 2861437,
Cell : 01714-020266 (HOB),
01714-212222( OM).018193111905
Fax : (031) 2861434
Pragati Sarani Branch
Facilities Tower, Kha-199/2
Maddhya Badda, Dhaka
PABX : (02) 9840689, 8816938
Direct : (02) 9840685
Cell : 01714-033300(HOB),
01714-039719 (OM)
Fax : (02) 8837531
Islamic Banking Branch, Pahartali, Chittagong
B S Plaza, Plot # 305/1390 Abdul Ali Hat,
Sorai Para Alanker Morr, P. S.
Pahartali, Chittagong
PABX : (031) 753143, 2771751
Direct : (031) 2771751-2,
Cell : 01714-025275 (HOB),
0173-00-91697 (OM)
Fax : (031) 753144
Shimrail Branch, Siddirganj, Narayanganj
Haji A. Rahman Super Market and
Shopping Tower (1st floor), Holding
No.96, Shimrail Morr, Chittagong Road
Chowrastha, Siddirganj, Narayanganj
PABX : (02) 7691670, 7692913,
Direct : (02) 7691671,
Cell : 01714-039543 (HOB)
Fax : (02) 7691671
Asad Gate Branch, Dhaka
2/6, Sir Sayed Road, Mohammadpur
(Mirpur Road), Dhaka.
PABX: (02) 9144646,
Direct: (02) 9136214, 8142106, 8142134,
Cell: 01713037359 (HOB).
01714-039547 (OM) Fax : (02) 9125400
Fatickchari Branch, Chittagong
Haji Hossain Plaza (1st Floor) College
Road, Bibirhat, Dhurang Union,
Fatickchari, Chittagong
Direct : (03022) 56006,
Cell : 01713-103661 (HOB),
01730061480 (OM)
Tele-Fax : (03022) 56006
Tongi Branch, Gazipur
Sena Kalyan Commercial Complex (1st floor)
Plot # 09, Block-F, Tongi, Gazipur.
PABX : (02) 9813811,
Direct : (02) 9813874,
Cell : 01714-133777 (HOB),
0173 00 16897 (OM)
Fax : (02) 9813835
Panthapath Branch, Dhaka
Firoz Tower, 152/3-B, Green Road
Panthapath, Dhaka
PABX : (02) 9142879,
Direct : (02) 8152852, 8128100,
Cell : 01711-218967(HOB),
01714-026650 (OM)
Fax : (02) 9137887
[ 384 ]
Tajpur Branch, Sylhet
Maya View Super Market (1st Floor)
P. O. : Tajpur. P. S. : Osmaninagar
Upozilla : Balaganj, Dist : Sylhet
PABX : 08242-56211,
Direct : 08242-56210,
Cell : 01714-100498 (HOB),
0173-0351428 (OM)
Fax : 08242-56212
Upashahar Branch, Sylhet
Alif Center (1st Floor-Front Portion)
Subhanighat, Upashahar, P. S. Sylhet,
Dist : Sylhet
PABX ? 0821) 723524,
Direct : (0821) 811366,
Cell : 01714-100499 (HOB)
Fax : (0821) 710094
Beanibazar Branch, Sylhet
Zaman Plaza (1st Floor)
P. O. &. P. S. : Beanibazar, Dist : Sylhet
PABX : (08223) 56140,
Direct : (08223) 56139,
Cell : 01714-100497 (HOB),
0173 00 91694 (OM)
Fax : (08223) 56141
Laldighi East Branch, Chittagong
8, Laldighi East, Chittagong
PABX : (031) 2850773, 2850774,
Direct : (031) 2850771,
Cell : 01711-400380 (HOB)
Fax : (031) 2850772
Dhanmondi Branch, Dhaka
Mamtaz Plaza (1st Floor)
House # 7, Road # 4, Dhanmondi R/A, Dhaka
PABX : (02) 8622304, 8621556,
Direct : (02) 9662704, 8621557
Cell : 0173-00-61489 (HOB)
Fax : (02) 9662705
Biswanath Branch, Sylhet
Al-Burak Shopping Center (1st Floor)
Biswanath Bazar, Biswanath Sylhet
PABX : (08224) 56017,
Direct : (038911) 82480,
Cell : 01714-073330 (HOB)
Fax : (08224) 56004
SBC Tower Branch, Dilkusha, Dhaka
Sadharan Bima Tower
37/A, Dilkusha C/A, Dhaka
PABX : (02) 9559943,
Direct : (02) 9561221, 9571250,
Cell : 01711-544921 (HOB),
01714-014890 (OM)
Fax : (02) 9564189
Hathazari Branch, Chittagong
N. Zahur Shopping Center (1st Floor)
Kachari Road, Hathazari Chittagong
PABX: (031) 2601524,
Direct: (031) 2601525,
Cell: 01711- 809292 (HOB),
01730-351432(0M)
Fax : (031) 2601526
Sreemangal Branch, Moulvibazar
Saptadinga Complex (1st Floor)
Holding # 145, Moulvibazar Road,
Sreemangal Moulvibazar
PABX : (08626) 71183,
Direct : (08626) 71181,
Cell : 01714-011578 (HOB),
01730373941 (OM)
Fax : (08626) 71182
Joydevpur Chowrasta Branch, Gazipur
Shapla Mansion (1st Floor)
Joydevpur Chowrasta, P.O. Chandana
Dhaka-Tangail Road Gazipur
PABX : (02) 9264103, 9264135,
Direct : (02) 9264142, 9264097,
Cell : 01713-068094 (HOB),
01730034863 (OM),
Tele-Fax : (02) 9264097
Mirpur-1 Branch, Dhaka
Rabiul Plaza (1st floor), Plot # Shee-
1/Kha, Section # 1, Mirpur, Dhaka-
1216 PABX : (02) 8034590,
Direct : (02) 8034126, 8054007,
Cell : 01819-216966 (HOB),
01713255775(MO)
Fax : (02) 8034591
Naogaon Branch, Naogaon
Jagannath Bhaban (1st & 2nd Floor)
Holding # 320, Main Road,
Bridge-er-More, Naogaon
PABX : (0741) 62150,
Direct : (0741) 62151,
Cell : 01713-068095 (HOB),
01730066338 (OM)
Fax : (0741) 62152
Coxs Bazar Branch, Coxs Bazar
Hajera Shopping Center
Holding # 256, Main Road, Coxs
Bazar PABX : (0341) 51085,
Direct : (0341) 51083,
Cell : 01713-129263 (HOB)
Fax : (0341) 51084
Tangail Branch, Tangail
Main Building, Ward # 6
Holding # 414-417, Main Road, Tangail
PABX : (0921) 61248, 61271,
Direct : (0921) 61330,
Cell : 01713-082745
Fax : (0921) 61322
Feni Branch, Feni
Kazi Center, Holding # 106, S. S. K.
Road, Feni
PABX : (0331) 63091, 63093,
Direct : (0331) 63092,
Cell : 01713-069623 (HOB)
Tele-Fax : (0331) 63092
Ashulia Branch, Dhaka
Sharif Mansion (1st floor)
Diakhali, Jamgora Bazar, P.S. Ashulia,
Dist. : Dhaka
PABX : (02) 7788290, 7788326,
Direct : (02) 7788325,
Cell : 01713-409183 (HOB),
01755541288 (OM)
Fax : (02) 7788291
Comilla Branch, Comilla
10/8 & 9/7 Chatipatti (1st Floor)
Rajgonj Comilla
PABX : (081) 72611, 72612,
Direct : (081) 72610,
Cell : 01713-082803 (HOB),
01755534920 (OM)
Fax : (081) 72646
Subidbazar Branch, Sylhet
Corner View (1st Floor, West side)
980, Subidbazar, Sylhet
PABX : (0821) 2830941,
Direct : (0821) 2830942,
Cell : 01714-069967 (HOB)
Tele-Fax : (0821) 2830942
Branch Network
[ 385 ]
Bijoy Nagar Branch, Dhaka
Akram Tower (1st Floor)
15/5 Bijoy Nagar, Dhaka
PABX : (02) 9335732 ,9335762,
Direct : (02) 9334123,
Cell : 01711-439003 (HOB)
01730-031818 (OM)
Fax : (02) 9332639
Rangpur Branch, Rangpur
Shah-Amanat Super Market (1st Floor)
268 Station Road, Jahaj Companier
More, Rangpur
PABX : (0521) 64119,
Direct : (0521) 64120,
Cell : 01714-069972 (HOB)
Fax : (0521) 64118
Ring Road, Dhaka
Baitul Aman Tower (1st Floor)
Holding # 840/841, Ring Road, Adabor,
Dhaka PABX : (02) 8158866,
Direct : (02) 9129093,
Cell : 01714-133285 (HOB),
01714-133286 (OM)
Fax : (02) 8117010
Raozan Branch, Chittagong
Fazal Tower (1st Floor), Jalil Nagar,
Raozan, Chittagong
PABX : (03026) 56214,
Direct : (03026) 56168,
Cell : 01730-031850 (HOB),
01730-327674 (OM)
Fax : (03026) 56215
Pallabi Branch, Dhaka
Setaras Dream, 1/11 & 1/12 Pallabi
Mirpur, Dhaka
PABX : (02) 9000559, 9001913,
Direct : (02) 9013629, Cell :
01755534924(HOB), 01730-031816 (OM)
Fax : (02) 9001883
Bashundhara Branch, Dhaka
Plot # 236, Block - B
Bashundhara R/A, Dhaka
PABX : (02) 8415276 , 8845213,
Direct : (02) 8845215, Cell : 01730-
031819 (HOB), 01730-031869 (OM)
Fax : (02) 8845214
Joypara Branch, Dhaka
Azahar Ali Mozahar Ali Shopping
Complex, Latakhola, Joypara, Dohar, Dhaka
PABX : (06223) 56053-54, Direct :
(06223) 56055, Cell : 0173 00 34861
(HOB), 0173 00 34862 (OM)
Fax : (06223) 56052
Adamjee EPZ Branch, Narayanganj
Adamjee EPZ Holding # 4
Siddirganj, Narayanganj
Tel : (02) 7692024-5,
Cell : 0173-00-76155 (HOB)
Fax : (02) 7692027
Chapai Nawabganj Branch, Chapai Nawabganj
Holding No. 29 (1st floor) Islampur,
Daudpur Road
Bara Indira Moor, Chapai Nawabgonj.
PABX : (0781) 51125,
Direct : (0781) 51126,
Cell : 0173-00-61491(HOB),
01730-359662(OM),
Fax : (0781) 51127
Dinajpur Branch, Dinajpur
Mazeda laza (1st floor)
518/473 Ganashtala (near Fire Bridge),
Jail Road, Dinajpur
PABX : (0531) 51289,
Direct : (0531) 51291,
Cell : 0173-00-61493 (HOB)
Fax : (0531) 51296
Gareb-E-Newaz Avenue Branch, Dhaka
Holding # 1, Gareb-E-Newaz Avenue
Sector # 11, Uttara R/A, Dhaka
PABX : (02) 8950997, 8921161
Cell : 0173-03-12515 (HOB),
0173-03-12517 (OM)
Fax : (02) 8931687
Prabartak More Br., Chittagong
12/12 O. R. Nizam Road, Prabartak
More, Panchlish, Chittagong
PABX : (031) 2553593,
Direct : (031) 2553591-2,
Cell : 0173-0303-555 (HOB)
Fax : (031) 2553594
Barolekha Branch, Moulvibazar
Hazi Abdul Ali Trade Center
842, Barelekha Pawrashava,
Barelekha, Moulvibazar
PABX : (08622) 56519,
Direct : (08622) 56520,
Cell : 0173-0311433 (HOB)
Fax : (08622) 56522
Bhairab Bazar Branch, Kishoregonj
181, Tin Potty Road, Bhairab
Pawrashava, Bhairab, Kishoregonj
PABX : (09424) 71723, 71771,
Direct : (09424) 71733,
Cell : 01714-038598 (HOB),
0173-0066337 (OM)
Fax : (09424) 71755
Mymensingh Branch, Mymensingh
10, Swadeshi Bazar, Mymensingh
PABX : (091) 52390, 62228,
Direct : (091) 52391, 62243,
Cell : 01713-069631 (HOB),
01730-351433 (OM)
Tele-Fax : (091) 52391
Faridpur Branch, Faridpur
KMAArcadia (1st floor), Holding #
60/116/A, Moirapotty, Faridpur
PABX : (0631) 65133,
Cell : 0173 03 27673 (HOB),
Fax : (0631) 65128
Habiganj Branch, Habiganj
Holding # 3794, Commercial Area, Habiganj
PABX : (0831) 62814,
Direct : (0831) 62813,
Cell : 0173 03 51427 (HOB)
Fax : (0831) 62815
Damudya Branch, Shariatpur
Holding # 264 (1st & 2nd floor), Sadar Road
P.S: Damudya, Dist: Shariatpur
PABX : (06023) 56396,
Cell : 0173 00 96615 (HOB)
Fax : (06023) 56390
Banshkhali Branch, Chittagong
G.S. Plaza (1st floor), Chittagong-
Banshkhali Highway Jaldi,
Banshkhali, Chittagong
Tele-Fax : (0303) 756222,
Cell : 0173-033-8465 (HOB) ),
01730-359660(OM)
Fax: (0303) 756223
[ 386 ]
Natore Branch, Natore
1052, Kanaikhali, Dhaka-Rajshahi
Highway, Natore
PABX : (0771) 67001,
Cell : 0173-033-8466 (HOB)
Fax : (0771) 67002
Ishwardi Branch, Pabna
Holding # 1335/982 Puraton Bazar,
Ishwardi Pabna
PABX : (07326) 64435,
Cell : 0173-033-8461 (HOB),
01716588685 (OM)
Fax : (07326) 64436
Hajigonj Branch, Chandpur
Ananda Complex, Holding#191,
Hajiganj Bazar, Hajiganj, Chandpur
PABX: (08424) 75110, Cell: 0173 033
8463 (HOB), 01748350911(OM)
Fax : (08424) 75111
Chaumuhani Branch, Noakhali
Holding # 180-182 (1st floor); Feni
Road, Chaumuhani, Begumganj;
Noakhali.PABX : (0321) 54096,
Cell : 0173 033 8459 (HOB),
01717747549(OM).
Fax : (0321) 56096
Serajdikhan Branch, Munsigonj
Hazi Mustafa Plaza, (1st floor) Dag #
284, Bazar Road, Sirajdikhan, Munshiganj
PABX : (02) 7628320
Direct : (02) 7628330
Cell : 01730-317443 (HOB)
Fax : (02) 7628310
Oxygen More Branch, Chittagong
405 Sekander Center, Chittagong
Cantonment, Oxygen More, Chittagong
PABX : (031) 2583181, 2584181
Cell : 0173-0317446 (HOB),
01680146595 (OM)
Fax : (031) 2583180
Chauddagram Branch, Comilla
Abdul Gani Shopping Complex (1st floor)
Chauddagram Bazar, Comilla
PABX : (08020) 56363-4,
Cell : 01730 318791 (HOB)
Tele-Fax : (08020) 56362
Jatrabari Branch, Dhaka
Nur Tower, 76/Ga, Bibir Bagicha
North Jatrabari, Dhaka-1204
PABX : (02) 7552158, 7552178,
Cell : 01730 317440
Tele-Fax : (02) 7552169
Wari Branch, Dhaka
Tanin Roseate, 43 Rankin Street, Wari, Dhaka
PABX : (02) 9512085,7118169 ,
Direct(:02)-7118311
Cell : 01730-318786(HOB),
01730-704146 (OM),
Fax : (02) 9512084
Savar Branch, Dhaka
K.K. Plaza (1st floor), A-91, Savar
Bazar Road, Savar, Dhaka
PABX : (02) 7744862,
Direct : (02) 7744861,
Cell : 01732660456 (HOB),
01730-318785 (OM)
Fax : (02) 7744863
Pabna Branch, Pabna
423/1 Sonapatty Road, Pabna
PABX : (0731) 66426,
Direct : (0731) 66425,
Cell : 017 30 359665 (HOB)
Fax : (0731) 66399
Nabiganj Branch, Habiganj
Anowara Biponi, Osmani Road,
Nabiganj, Habiganj
PABX : (08328) 56025,
Direct : (08328) 56029,
Cell : 01713-255774 (HOB)
Fax : (08328) 56015
Halishahar Branch, Chittagong
Nandita House, Plot # 5/A, Lane # 2,
Road # 2, Block-G Halishahar Housing
Estate, Chittagong
PABX: (031) 2512039,
Direct: (031) 2512064,
Cell: 01713-255773 (HOB)
Fax : (031) 2512054
Banasree Branch, Dhaka
Arcadia (1st Floor), Plot # 14, Block-C,
Banasree Main Road, Rampura, Dhaka
PABX:(02) 8399548,
Cell:01730076120(HOB),
01730076120 (OM)
FAX:(02) 8399547
Sunamganj Branch, Sunamganj
Subakth Raja Complex
414 Old Station Road, Sunamganj
PABX: (0871) 62516,
Direct: 0871) 62515
Cell: 0173-0373945 (HOB)
Fax: (0871) 62514
Joypurhat Branch, Joypurhat
Tahera Complex, 306 Main Road, Joypurhat
PABX: (0571) 51156,
Direct: (0571) 51157
Cell: 01730-704142 (HOB)
Fax: (0571) 51158
Dagonbhuiyan Branch, Feni
R.B Plaza, 391 Falizer Ghat,
Dagonbhuiyan, Feni
PABX: (03323) 79248,
Direct: (03323) 79249
Cell: 01730-704145 (HOB)
Fax: (03323) 79250
Kishoregonj Branch, Kishoregonj
Shamsuddin Bhuiyan Plaza, Teripotty,
Kishoregonj
PABX: (0941) 62590,
Direct: (0941) 62592
Cell: 01730-727296 (HOB)
Fax: (0941) 62591
Kushtia Branch, Kushtia
Bangabandhu Super Market
2, N S Road, Kustia
PABX: (071) 72431,
Direct: (071) 72432
Cell: 01730-727290 (HOB).
Fax: (071) 72430
Bashaboo Branch, Dhaka
Shapnil (2nd & 3rd Floor), 60-61 South
Bashaboo, Dhaka
PABX : (02) 7219201, 7219205
Direct : (02) 7219206
Cell: 01730-373920 (HOB)
Fax : (02) 7219205
Mirzapur Branch, Tangail
Nazmul traders Building, 1215 College Road
Mirzapur, Tangail
PABX: (09229) 56591,
Direct: (09229) 56592
Cell:01730-727297 (HOB),
Fax: (09229) 56593.
Branch Network
[ 387 ]
Jamalpur Branch, Jamalpur
Jibon Mansion, Station Road, Jamalpur
PABX : (0981) 65361,
Direct (0981) 65360,
Cell : 01755524165 (HOB)
Tele-Fax : (0981) 65362
Baneswar Branch, Rajshahi
Baneswar, Puthia, Rajshahi
Cell : 01755534922 (HOB)
Satkhira Branch, Satkhira
Islam Plaza, 0801/00, Abul Kashem
Road, Satkhira
PABX : (0471) 62450,
Direct : (0471) 63007,
Cell : 01755-582853(HOB)
Fax : (0471) 63001
Kadamtoli Branch, Sylhet
Motin Complex, Fenchugonj Road,
Kadamtoli, South Surma, Sylhet
PABX : (0821) 840053,
Direct : (0821) 840045,
Cell : 0175-5534926( HOB)
FAX : (0821) 840098
Asuganj Branch, Brahamanbaria
Seriya Sayed Tower, Post Office Road,
Ashugonj Bazar, Ashugonj,
Brahamanbaria
Direct: 08528-74595,
PABX: 08528-74596,
Cell : 01755-534933. (HOB)
FAX: (08528) 74594
Ibrahimpur Branch, Dhaka
Sumana Sahadat Center, 80
Ibrahimpur, Kafrul, Dhaka
PABX : (02) 8872503,8872423,
Direct : (02) 8872557,
Cell: 01755-582852 (HOB)
Fax : (02) 8872501
Muradpur Branch, Chittagong
Shah Alam Plaza,129, CDAAvenue,
Muradpur, Chittagong
PABX : (031) 2557824;
Direct : (031)2557826,
Cell: 01755-594840 (HOB)
FAX: 031-2557825
SME Branches
Dholaikhal SME Service Center, Dhaka
9/1, Goal Ghat Lane (1st floor)
Dholaikhal Road, Sutrapur, Dhaka.
Tele-Fax : ( 02) 9571896,
Cell: 0173 00 96610
Narsingdi SME/AG. Branch, Dhaka
BS Plaza (1st Floor)9, Uttar Kandha
Para, Bazir More, Narsingdi
Direct : (02) 9463343,
Cell: 0173 00 96613, 01730727294
Posta SME Service Center, Dhaka
90 Water Tank Road (2nd
Floor),Posta,Lalbag,Dhaka
Direct : (02) 7343663,
Cell: 0173 00 96611
Aganagar SME/Ag. Branch, Dhaka
Golden Plaza (2nd Floor), Purba
Aganagar, Keranigonj, Dhaka
Direct : (02) 7763273
Cell: 0173
Companygonj SME/AG. Branch, Comilla
Mother Shopping Complex (1st floor),
Trish, Companygonj, Muradpur,
Comilla Tele-Fax : (08026) 59090,
Cell: 0173 00 96614
Bhujpur SME/Ag. Branch, Chittagong
Mokka Shopping Center (1st Floor)
Kazirhat, East Bhujpur,
Fatickchari, Chittagong
Cell : 01713 489692, 01713 255771 (HOB)
Madhabpur SME/Ag. Branch, Habiganj
Madahbpur Purbo Bazar,
Dhaka Sylhet Highway
Madhabpur, Habiganj
Direct : (08327) 56342,
Cell : 01713 187920, Fax : (08327) 56343
Sonargaon SME/Ag. Branch, Narayanganj
Modina Tower, Mograpara Chourasta
Sonargaon, Narayanganj
Direct : (06723) 56359,
Cell : 01713 255770, Fax : (06723) 56362
Takerhat SME/Ag. Branch, Madaripur
Haji Lalchand Bepari Super Market
Takerhat, Rajoir, Madaripur
Cell : 01713255772 (HOB), 01730329962
Syedpur SME/Ag. Branch, Sunamganj
Radhis Shopping Complex, Syedpur,
Jagannathpur Sunamgonj
Cell : 01713-255776 (HOB),
01730329966 (OM)
Sherpur SME/Ag. Branch, Sherpur
819 Municipal Road, Chakbazar,
Sherpur Direct: (0931) 62176
Cell: 01730-373938.
Fax: (0931) 62175
Thakurgaon SME/Ag. Br., Thakurgaon
Chowdhury Complex, 272 College
Road, Thakurgaon
Direct: (0561) 52295,
Cell: 01730-373940, 01755541292
Fax: (0561) 52538
Raipur SME SME/Agriculture Br., Laxmipur
Queen Complex, Holding # 514/15
Main Road, Raipur, Laximpur
Direct: (03822) 56396
Cell: 0173-0706703. Fax: (03822) 56397
Khajanagar SME/Agriculture Br., Kushtia
Subarna Rice Mill, Khajanagar, Khustia
Cell: 01730-373919 (HOB),
01755541290
Chatkhil SME/Agriculture Br., Noakhali
Mamtaz Shopping Center, CNB Road
(North side) Chatkhil, Noakhali
Direct : (03222) 75113,
Cell: 01730-373921(HOB)
Fax : (03222) 75119
Jhikorgacha SME/Agriculture Br., Jessore
Zaman Market (1st Floor), Holding No.
522, Jhikorgacha
Jessore Direct : (04225) 71780,
Cell : 0175-5582854(HOB)
Fax : (04225) 71788
Madunaghat SME/Ag. Br., Chittagong
Mabia Emporium, Madunaghat Bazar,
Hathazari, Chittagong
Direct: (031)2573205
Cell 01755534932 (HOB)
Fax: (031)2573206
[ 388 ]
Glossary
AD Authorized Dealer
ALCO Asset Liability Committee
ATM Automated Teller Machine
BB Bangladesh Bank (Central Bank of Bangladesh)
Bank Prime Bank Limited
B/L Bad/Loss
BAS Bangladesh Accounting Standard
BIBM Bangladesh Institute of Bank Management
CRR Cash Reserve Requirement
CRG Credit Risk Grading
CSR Corporate Social Responsibly
CPI Consumer Price Index
CDBL Central Depository Bangladesh Limited
CBS Core Banking Software
CRISL Credit Rating and Information Services Ltd.
DCFCL Departmental Control Function Check List
DEPZ Dhaka Export Processing Zone
DP Depository Participants
EPS Earning Per Share
EPZ Export Processing Zone
FY Fiscal Year (July to June)
GDP Gross Domestic Product
HOB Head of Branch
ICAB Institute of Chartered Accountants of Bangladesh
IT Information Technology
IMF International Monetary Fund
IAS International Accounting Standard
IPO Initial Public Offering
LC Letter of Credit
MBID Merchant Banking and Investment Division
MTMF Medium Term Macro Economic Framework
MANCOM Management Committee
NII Net Interest Income
NPL Non Performing Loan
NCBs Nationalised Commercial Banks
OBU Offshore Banking Unit
PCBs Private Commercial Banks
PBL Prime Bank Limited
PECL Prime Exchange Co. Pte. Ltd.
PBIL Prime Bank Investment Ltd.
PBSL Prime Bank Securities Ltd.
POS Point of Sale
PV Present Value
RWA Risk Weighted Assets
RMG Readymade Garments
ROA Return on Assets (excluding contingent items)
ROE Return on Equity
R&D Research and Development
ROD Rights Share Offer Document
SAFA South Asian Federation of Accountants
SME Small and Medium Enterprise
SOP Standard Operating Procedure
SLR Statutory Liquidity Requirement
@
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Registered Office
Adamjee Court Annex Building-2
119-120 Motijheel C/A, Dhaka 1000
PROXY FORM
of (address)
being the Member ot Prime Bank Limited do hsreby appoint
Mr./Ms.
ol
or
of
(failing him/hr) Mr./Ms.
as my/our Prory to attend and vote on my/our behall at the l7th Annual General Meeting of the Company to be held on
Thursday, 29th March 2012 at 11:OO a.m. in the'Winter Garden'Ruposhi Bangla Hotel, Dhaka and at any adjournment thereof.
Signed this ........................... day of March 2012
Signature of the Member
Folio/BO lD Number
Numbsr of Shares hsld
Signature of the Proxy
Folio/BO lD Number
Number of Shares held
Notss :
l. Signature must be in accordance with the Specimen Signature recorded with the CDBL.
ll. A duly completed Proxy Form must be submitted at least 72 hours betore the Meeting at the Share Department of
the Company. Incomplete Proxy Form will not be entertained.
@
rri-e Bank Limited
ATTENOANCE SLIP
l/we hereby record my/our presence
al the l7th Annual General Meetlng held on Thursday, 29th March 2012 at 11:OO
a.m. in the 'Wintr
Garden'Ruposhi Bangla Hotel, Dhaka.
Name of the Member/Proxy (in block letters)
Folio/BO lD Number
Numbr ot Shares held
Signature of the Member/Proxy
Attendance ot the Membersy'Atlorney/Prory shall be fecorded frcm 8:30 a.m to 11:30 a.m. al the entml|ce of the Hall.

Annual Report 2011

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Striving for Excellence

||<| | |-|< |+| |<|<-| |$| +< |+

Balance at 1 January 2011 (86,873)

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Annual Report 2011

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Document Informationclick to expand document informationAnnual Report 2011 Striving for Excellence continues to leave behind numerous milestones. The STRIVE for Excellence has been moving on with a difference and leaving behind countless milestones.

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Annual Report 2011

Striving for Excellence

||<| | |-|< |+| |<|<-| |$| +< |+

Balance at 1 January 2011 (86,873)

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