internship report on credit management

INTERNSHIP REPORT
ON
Credit Management of Private Commercial Bank in
Bangladesh: A Case Study of Mercantile Bank Limited
(Submitted to the partial fulfillment for the degree of BBA in the department of accounting
and information systems)
Supervised By
Dr. Md. Zakir Hossain
AssociateProfessor
Dept. of Accounting &
Information Systems,
Faculty of Business
Administration,
Islamic University, Kushtia
SubmittedBy
Md. Khaled Masud
Roll no. 0904022
Session 2009-2010
Dept. of Accounting and Information
Systems
Islamic University, Kushtia
Date of Submission 30th September 2015

letter of transmittal
30th September, 2015
To
Associate Professor
Dept. of Accounting & Information Systems
Islamic University, Kushtia, Bangladesh.
Subject: Submission of Internship report on Credit Management of Private Commercial Bank in
Bangladesh: A Case Study of Mercantile Bank Limited.
Dear Sir,
This is my pleasure to submit my internship report on “Credit Management of Private
Commercial Bank in Bangladesh: A Case Study of Mercantile Bank Limited” which I have
assigned. I have tried my best to prepare this to be as informative and relevant as possible. While
doing my internship, I have the opportunity to meet all employees in the Branch. Almost each of
the people I came across had been very helpful.
I considered your remarks and instructions very carefully while preparing this report. I tried the
best to follow your schedule, format and discipline.
Thank you for your kind consideration.
Sincerely yours,
Md. Khaled Masud
BBA (Hon`s)
Roll No. 0904022
Session: 2009-2010
Dept. of Accounting & Information Systems,

CERTIFICATE OF SUPERVISOR
This is certified that Md. Khaled Masud is a student of BBA, Session: 2009-2010 Roll no. 0904022.
As a part of his BBA program, he has successfully completed her Internship Report entitled
“Credit Management of Private Commercial Bank in Bangladesh: A Case Study of Mercantile
Bank Limited.”. He has completed his work that I expected and he has done his job according to
my instruction and guidance. He has tried his best to do well.
I think this program will help his in future to build up his career. I wish his prosperity and best of
his luck.
…………………….
Associate Professor
Department of Accounting & Information Systems (AIS),
Faculty of Business Administration

DECLARATION
I, Md. Khaled Masud, hereby declare that the report of Internship namely “Credit Management
of Private Commercial Bank in Bangladesh: A Case Study of Mercantile Bank Limited.” is
prepared by me after the completion of the internship in the Mercantile Bank Ltd, Kushtia Branch
and a comprehensive study of the existing activities of MBL and its implementation.
I also declare that the paper is only prepared for academic purpose, not for any award and this
paper may not be used in actual market scenario.
I certify that the declaration made above by the student is true.
------------------------------
Associate Professor
Faculty of Business Administration,

ACKNOWLEDGEMENT
I amgrateful to almighty Allah. The road was zigzagged and rough but the almighty Allah did not
let me waver to complete the internship report on “Credit Management of Private Commercial
Bank in Bangladesh: A Case Study of Mercantile Bank Limited”.
I would like to convey my immense gratitude to those who have helped me in all the way to
prepare my internship report. First of all, I would like to thank my honorable Supervisor Dr. Md.
Zakir Hossain, Associate Professor, Department of Accounting & Information Systems, Islamic
University, Kushtia, for his valuable criticisms, suggestion and guideline made the work reality. I
would humbly confess that without his meticulous care, valuable suggestions, instructions and
continuous encouragement this report would not be an inclusive one.
I am thankful to my friend and fellow internship students whose are continuing internship
program besides me who helped me to complete this report's been a great experience to work
as an intern in an organization like Mercantile Bank Ltd
I got full support from the all staffs of the Mercantile Bank Ltd Kushtia Branch. Specially, I express
my gratitude towards Md. Ashraf-Bin-Azher, Human Resource Division of Mercantile Bank Ltd.
gaveme the opportunity to do internship in Mercantile Bank Ltd. I alsogivethanks to Md. Ashraf-
Bin-Azher.
…………………..
Md. Khaled Masud
Roll No. 0904022
Session: 2009-2010
BBA (Hon`s)

Abstract
This report unveil the credit management procedure of Mercantile Bank limited. It focuses on
various part of credit management procedure. It contains the deposit position of the bank in last
five years and its sources, distribution of deposit through loans and advances, sector wise loans
and advances break up, investment of its fund in various productive sector, employment of
deposit efficiency through loan deposit ratio, return on investment, earning per share, return on
loans and advances non-performing loans and non-performing loan over total loan and advances.
This report not only shows the actual figure of various term like deposit, loan, investment etc.
but also shows it’s the growth rate and various graphical representation of data over the analysis
period of five year to understand its credit management procedure. It also explain the reason
behind various financial movement of the bank. It explain various problem related to the topic
and also possible solution for the problem. Beside those analysis it will also inform about the
bank`s general activities, historical background of the bank, management of the bank, coverage
area, product and services and other basic information about the bank. So this is a report that
tries to explore overall credit management activities of MBL

TABLE OF CONTENTS
Serial No. Contents Page No.
Chapter-one Introduction
1.1 Introduction 2
1.2 Statementof the problem 3
1.3 Rationale of the study 3
1.4 Objective of the report 4
1.5 Scope of the Study 4
1.6 Limitationof the study 5
Chapter-two Literature Review
1.1 Methodology 7
2.2 Literature Review:WorldPerspective 8
2.3 Literature Review:Indiansub-continent
Perspective
14
Chapter- Three Conceptual Framework
3.1 Bank 19
3.2 Banking 19
3.3 Credit 19
3.4 creditManagement 20
3.5 Risk 20
3.6 RiskManagement 20
3.7 CreditRisk 21
3.8 ManagementCreditRisk 21
3.9 CreditAdministration 22
3.10 RatingReview 22
3.11 ProblemCredit 23
3.12 Managing ProblemCredits 23
3.13 Terms& ConceptUsedIn ThisStudy 24
Chapter-Four Organizational Overview
4.1 Historyof Mercantile BankLimited 25

4.2 VisionandMission 29
4.3 Objectives 29
4.4 Core Values 30
4.5 Corporate Portfolio 30
4.6 Managementof MBL 31
4.7 Human Resource Managementof MBL 32
4.8 Corporate Informationata Glance 33
4.9 Hierarchyof PositioninMBL 34
4.10 Coverage of MBL 35
4.11 Productsand Servicesof MBL 36
Chapter-Five Analysis
5.1 Depositand DepositGrowth rate of MBL 40
5.2 Deposit Mixfor Mercantile Bank Limited 42
5.3 Loans and Advances 43
5.4 Sector wise loans and advances 45
5.5 Investmentof MBL 46
5.6 Loan DepositRatio 49
5.7 Capital AdequacyRatio 50
5.8 Return on Investment(ROI): 52
5.9 Earnings per Share 53
5.10 Return on Loans and Advances 53
5.11 Non-performingLoanof MBL 54
Chapter six Findings,RecommendationandConclusion
6.1 Findings 56
6.2 Conclusion 56
6.3 Recommendations 57

Chapter- One
Introduction
Serial no. particulars Page no
1.1 Introduction 2
1.2 Statement of the problem 3
1.3 Rationale of the study 3
1.4 Objective of the report 4
1.5 Scope of the Study 4
1.7 Limitation of the study 5

1.1 Introduction
In recent days, people are becoming more aware about the management of their resources. As
the banks do business by lending their depositors' money, they are more responsible to manage
their credit portfolio smoothly. Bank’s reputation is a critical factor for its success and therefore
multinational banks must follow appropriate guidelines, policies and relevant manuals regarding
credit extension and recovery. The usage of banking service for any type of financial activities is
increasing day by day. People are taking loans to start different types of businesses as well as
other purposes. It is now very important to know the internal credit processes of the banks.
Credit management ina bank is adynamic sector where a certain standard of long-rangeplanning
is needed to allocate the fund in diverse field and to minimize the risk and maximizing the return
on the invested fund. The credit policy of Mercantile Bank Limited (MBL) is a combination of
certain accepted, time tested standards and other dynamic factors dictated by the realities of
changing situations in different market places. MBL aims to become one of the leading banks in
Bangladesh by prudence, flair and providing quality of credit operations in the banking sectors.
MBL intends to meet the needs of their clients and enhance their profitability by providing best
credit facilities. I tried to make an overall analysis of credit activities of Mercantile Bank Limited.

1.2 Statement of the problem
Credit management evaluation is important for ensuring depositors` money and also the
efficiency of the banking operation. MBL try their best manpower to ensure the highest return
on investment of depositors` money and profitability of the bank.
In my research report I tried my best to find out the credit management efficiency of the MBL
based on the past few years annual report, half yearly report of 2015 and also cash flow
statement and financial statement of the bank. This research also focusses on the probable best
solution of the problem if any.
1.3 Rationale of the study
In today’s world only academic education does not make a student perfect to become
competitive with the outside world. Internship is a great opportunity to gain ideas, knowledge
and experience with applying academic knowledge. Through the internship program, a student
gets the opportunity to face with the real business world. It helps to build self-confidence, &
interpersonal skills which is important for entrance as a fresher in job market. It is also beneficial
for both a student & organization to upsurge relationship among them for further opportunities.
As a mandatory part of my graduation, I took the opportunity to conduct my internship with one
of the renowned private commercial bank in our country, Mercantile Bank Limited.
In recent banking sector, MBL has already created a positive image to the customers’ mind by
providing best banking service. This bank has introduced some modern banking scheme that has
gotten high market demand. As the bank is maintaining the pace with the competitive business
world, its activities, culture, philosophy and style would an intern student to be the best at any
field of working life.

1.4 Objective of the report
Objective of the report is divided into two categories. There are: general and specific
objectives.
 To find out the overall activities of credit management system.
 To represent the procedures that bank follows for lending to the customers.
 To describe the detailed operational procedure of the different credit facilities.
 How they recover the bad debts and get back the uncollected advances.
 To get significant knowledge how effectively loan and sanction procedure are
conducted on the basis of evaluation credit risk management.
1.5 Scope of the Study
This report is only based on the credit management activities of MBL. This report includes
the credit management procedures under credit department of MBL. This report include
deposit serviceof MBL. Besides this report does not include the services of other private and
public commercial banks and non-banking institutions.
1.7 Limitation of the study
There were certain limitation had to face in order to prepare this report. Some limitations are
as follows:
 There was a little scope to work at credit division in the bank for an intern
student.
 Limitation of time was one of the important factors that shortened the study.

 MBL does not have rich and wealthy collection of various types of books or
journals related to banking activities.
 Confidentiality of data was another important barrier that was faced during the
conduct of this study. Credit policy is an internal & confidential matter at a bank.
Alike all other banking institutions, MBL is also very conservative and strict in
providing financial information.

Chapter- Two
Methodology and Literature Review
Serial no. Particulars Page No.
2.1 Methodology 7
2.1 Literature Review: World Perspective 8
2.2 Literature Review: Indian sub-
continent Perspective
14

2.1 Methodology of the study
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study the various
steps that are generally adopted by a researcher in studying his research problem along with the
logic behind them.
The study requires a systematic procedure from selection of the topic to final preparation. To
perform the study, the data sources are identified and collected, these are classified, analyzed,
interpreted and presented in a systematic manner and key points have been found out. The
overall processes of methodology are given below-
Period of selection:
The study is based on 2010-1014 annual report of MBL. So the period of this report is 5 year.
Sampling technique:
Random sampling technique are used for selecting the bank and data.
Types of sources of data:
The information and data for this report have been collected from only secondary sources.Those
sources are-
 Website of Mercantile Bank Limited
(http://216.172.166.167/home/index)
 Annual report of Mercantile Bank Limited
(http://216.172.166.167/home/annual_reports)
 Office circular and other published papers and documents.
Methods of collection of data:
Here I emphasized on the online media of collection of data.

2.2 Literature review: World Perspective
The profit of a commercial bank depends primarily on the utilization of its fund. And the making
of loan and advance is always profitable to a bank. As the bank mobilizes savings from the
general people in the form of deposit, the most important task of it is to disburse the said
deposit as loan or advance to the mass people for the development of commercial, industrial,
who are in need of fund for investment.
The studies related to the credit management of banks are limited. In this chapter an attempted
has been made to focus on different studies in the banking sector.
Crouhy, Gala, Marick (2001) Have summarized the core principles of enterprise wide Risk
Management. As per the authors Risk Management culture should percolate from the Board
Level to the lowest level employee. Firms will be required to make significant investment
necessary to comply with the latest best practices in the new generation of Risk Regulation and
Management. Corporate Governance regulation with the advent of Sarbanes-Oxley Act in US
and several other legislations in various countries also provide the framework for sound Risk
Management structures.
Hitherto, Enterprise wide Risk Management existed only for name sake. Generally firms did not
institute a truly integrated set of Risk measures, methodologies or Risk Management
Architecture. The ensuing decades will usher in a new set of Risk Management tools
encompassing all the activities of a Corporation. The integrated Risk Management infrastructure
would cover areas like Corporate Compliance, Corporate Governance, capital Management etc.
Areas like business risk, reputation risk and strategic risk also will be incorporated in the overall
Risk Architecture more formally. As always it will be the Banks and the Financial Services firms
which will lead the way in this evolutionary process. The compliance requirements of Basel II
and III accords will also oblige Banks and Financial institutions to put in place robust Risk
Management methodologies.
The authors felt that it is generally felt that Risk Management concerns largely with activities
within the firm. However, during the next decade Governments in different countries would
desire to have innovatively drawn Risk Management systemfor the whole country. The authors
draw reference to the suggestions of Nobel Laureate Robert Merton who suggested that a
country with exposure to a few concentrated industries should be obliged to diversify its
excessive exposures by arranging appropriate swaps with other countries with similar problems.
Risk Management offers many other potential macro applications to improve the management

of their social security measures etc. They draw references to the spread of Risk Management
Education worldwide.
Carl Felsenfeld (2007) outlined the patterns of international Banking regulation and the
sources of governing law. He reviewed the present practices and evolving changes in the field of
control systems and regulatory environment. The book dealt a wide area of regulatory aspects
of Banking in the United States, regulation of international Banking, international Bank services
and international monetary exchange. The work attempted in depth analysis of all aspects of
Bank Regulation and Supervision.
Money Laundering has been of serious concern worldwide. Its risk has wide ramifications.
Money Laundering has leads to the fall of Banks like BCCI in the past. In this context the book on
Anti-Money laundering: International Practice and Policies by John Broome Published by Sweet
and Maxwell (August 2005) reviews the developments in the area of Money Laundering. The
author explains with reference to case studies the possible effects of Money Laundering. The
book gives a comprehensive account of the existing rules and practices and suggests several
improvements to make the control systems and oversight more failsafe.
Hannan and Hanweck (1988)
Felt that the insolvency for Banks become true when current losses exhaust capital completely.
It also occurs when the return on assets (ROA) is less than the negative capital asset ratio. The
probability of insolvency is explained in terms of an equation p, 1/(2(Z2 ). The help of Z-statistics
is commonly employed by Academicians in computing probabilities.
Daniele Nouy (1995) elaborates the Basel Core Principles for effective Banking Supervision,
its innovativeness, content and the challenges of quality implementation. Core Principles are a
set of supervisory guidelines aimed at providing a general framework for effective Banking
supervision in all countries. They are innovative in the way that they were developed by a mixed
drafting group and they were comprehensive in coverage, providing a checklist of the principal
features of a well-designed supervisory system.
The core Principles specify preconditions for effective banking supervision characteristics of an
effective supervisory body, need for credit risk management and elaborates on Principle 22
dealing with supervisory powers. Dearth of skilled human resources, poor financial strength of
supervisor and consequent inability to retain talented staff, inadequate autonomy and the need
for greater understanding of modern risk management techniques are identified as the main
difficulties in quality implementation. The critical elements of infrastructure, legal framework
that supports sound banking supervision and a credit culture that supports lending practices are

the essence of a strong banking system. Widespread failures have occurred during a period of
increased vulnerability that can be traced back to some regime change induced by policy or by
external conditions.
Patrick Honohan (2007)
Explains the use of budgetary funds to help restructure a large failed Bank/Banking system and
the various consequences associated with it. The article discusses how instruments can best be
designed to restore Bank capital, liquidity and incentives. It considers how recapitalization can
be modelled to ensure right incentives for new operators/managers to operate in a prudent
manner ensuring good subsequent performance It discusses how Government’s budget and the
interest of the tax payer can be protected and suggest that monetary policy should respond to
the recapitalization rather determine its design.
The author proposes the following four distinct policy tools to achieve four distinct goals-injecting
assets, adjusting capital claims on the Banks, rebalancing the govt’s own debt management and
managing monetary policy instruments to maintain stability. The author also assessed the effect
of bank recapitalization for budget and debt management and implications for monetary policy
and macro-economic environment in his article.
Jacques de Larosiere (2008), Former Managing Director of the International Monetary
Fund discusses the implications of the new Prudential Framework. He explains at length how the
new Regulatory code could have some dangerous side effects. The increased capital
requirements as decided by the Basel Committee on Banking Supervision in September 2010 will
affect the amount of own funds would affect the profitability of the Banks. The consequences of
such increased capital requirements would incentivize the Banks to transfer certain operations
that are heavily taxed in terms of capital requirements to shadow banking to avoid the scope of
regulation. The risks of such a practice might affect the financial stability. While the Central
Banking authorities might contemplate registration and supervision of such shadow banking
entities like the hedge funds and other pools, such a course might be more cumbersome than
expected. The new regulation would result in the Banks to reduce activities with rather poor
margins. For example they may reduce exposure to small and medium enterprises or increase
credit costs or concentrate on more profitable but higher risk activities. He is also critical of the
proposal of Basel to introduce an absolute leverage ratio that might push Banks to concentrate
their assets in riskier operations. The author feels that the banking model which favors financial
stability and economic growth might become the victim of the new prudential framework, and
force Banks to search for assets with maximum returns despite the attendant risks.
William Allen (1999) of Cass Business School, City University London strongly criticizes the
Basel Committee on Banking Supervision announcement increasing the capital requirements as

part of BaselIII. The aims of increasing the capital are two-fold. Firstly the objective is to increase
the amount of liquid assets heldby Banks and reduce their reliance on short term funding. It also
aims at limiting the extent to which Banks can achieve maturity transformation. This focus on
liability management, as per him will prove counterproductive, as has been proved historically
by the recent financial crisis. As a strategy to meet the new Capital Accord Banks will be forced
to amass largeamounts of liquid assets,inaddition to the amounts they willneed to repay special
facilities provided by the Governments and Central Banks. The liquidity coverage ratio envisaged
in the Accord also will require Banks to hold 100% liquid asset coverage against liquidity
commitments, and this will seriously impair the profitability of the Banks. The eligible liquid
assets for this purpose will be predominantly Govt. Securities. This might motivate Governments
to rely on this cheaper credit and some Governments may resort to abuse of this credit, thus
creating a moral hazard. If a Government loses its creditworthiness, this will become 0% for Basel
II purposes thus putting the Banks to a sudden jerk as the Securities would become ineligible as
liquid assets. The author goes on to explain the conflict of interest of the members of the Basel
Committee as some times these members are influenced by the Governments and their
recommendations might not be taken as independent judgment.
Thus the author thinks that this regulation is seriously defective. He opines that this serious
lacuna could be removed by enlarging the opportunities for liquid assets to be created out of the
Bank’s claims on the private sector as well. As per him, Commercial Bills could be considered to
be eligible for this purpose as they are self-liquidating transactions. As commercial Bills are
accepted by Banks, it is less likely that they will be in default. The cardinal point in liquidity
management to be remembered is that Commercial Banks cannot aim at zero risk. In that case
they would need to their assets in currency and would have to charge their customers for
accepting deposits. The solution is not to aim thoughtlessly at excessive liquidity, but in putting
in place Robust Risk Management practices.
Abel Mateus (2010) which appeared also in the IUP Journal of Banking & Insurance
Law, Vol.VIII, Nos.1 & 2, 2010 made a thorough study of the Regulatory reform
requirements in the modern context after the global meltdown. He starts by summarizing
the basicprinciples that should be covered in the financialreforms. He reviews the progress
achieved by the Financial Stability Board (FSB) and Basel Committee on Banking
Supervision. He discusses the unresolved issues like the relationship between competition
policy and financial stabilization policies. He throws particular light on the oft quoted ‘Too-
Big-To-Fail’ (TBTF) concept. He outlines measures to improve the supervision of capital
markets to protect consumers and Investors. The articles discusses at length the revision
of Bank Capital Requirements and Accounting Procedures, revising the role of Credit Rating
Agencies, the supervision and regulation of Hedge Funds, Commodity Funds and private
Equity Funds. Complex issues of Derivatives Regulation, Mortgage Securitization etc. Have
also been discussed and the author came out with suggested methods to address these
difficult issues.

The LSE Report of the London School of Economics and Political Sciences is a very important
document in analyzing the role of finance in the build-up to the recent crisis. The tax bail – bail-
outs have been criticized and the gradual increase in the equity financing would shift the
responsibility of any crisis towards the shareholders. As per Peter Boone and Simon Johnson, the
global financial system is facing grave risks due to the bail-out policy of the Western
Governments. As Regulatory bodies like the Central Banks are keen to increase the degree of
oversight, the Banks would create new loopholes. The authors opine that in the absence of any
international treaty for the regulation of global financial institutions, macro prudential measures
and proper Risk Management systems are necessary for the management of financial system. As
per Goodhart the cost of Bank failures can be very large which lends justification to impose
tighter supervisory and regulatory measures. He argues that the proposals under the Basel III to
increase the capital higher levels like 20-30% are very justified. This is strongly objected by
Laurence Kotlikoff who feels such higher levels of capital would penalize the Shareholders and
Depositors and goes against the very principle that Financial Institutions are agencies which
should have the benefits of gearing.
Bessone, Biagio (2012)feels that Banks are specialas they not only acceptand deploy
largeamounts of uncollateralized public funds in a fiduciary capacity, but alsoleveragesuch
funds through credit creation. Thus Banks have a fiduciary responsibility. Banks play a
crucial role in deploying funds mobilized through deposits for financing economic activity
and providing the lifelinefor the payments system. A wellregulated Banking System is very
central to the country’s economy. The author examines the way Banking and other
financial institutions interact with each other during different stages of economic
development. As per the author the shareholders of the banks who are supposedly owners
have only a minor stake and the considerable leveraging capacity of banks put them in
control of very large volume of public funds, though their actual stake may be very limited
say sometimes only ten per cent or even lower. The author feels that in the light of this
leveraging capacity, the Banks should act as trustees. The author underlines the need for
the Supervisors and Regulators of the country’s Banking system to discharge the onerous
responsibility of ensuring that the Bank Managements fulfill this fiduciary relationship well,
as in a developing economy there is far less tolerance for downside risks among depositors,
many of whom place their life savings in the Banks.
The author feels that diversification of ownership is desirable as the risk of concentration
of ownership can lead to moral hazard problem and linkages of owners with businesses.
When the ownership is diversified there is greater need for corporate governance and
professional management in order to safeguard the depositors’ interest and ensure
systemic stability. Hence the regulatory and supervisory framework has to ensure that
banks follow prudent and transparent accounting practices and are managed in accordance
with the best practices for risk management.

G.Dalai, D.Rutherberg, M.Sarnat and B.Z.Schreiber (2004)
Risk is intrinsic to banking. However the management of risk has gained prominence in
view of the growing sophistication of banking operations, derivatives trading, securities
underwriting and corporate advisory business etc.
Risks have also increased on account of the on-line electronic banking, provision of bill
presentation and payment services etc. The major risks faced by financial institutions are
of course credit risk, interest rate risk, foreign exchange risk and liquidity risk.
Credit risk management requires that Banks develop loan assessment policies and
administration of loan portfolio, fixing prudential per borrower, per group limits etc. The
tendency for excessive dependence on collateral should also be looked into. The other
weaknesses in Credit Risk Management are inadequate risk pricing, absence of loan review
mechanism and post sanction surveillance.
Interest rate risk arises due to changes in interest rates significantly impacting the net
interest income, mismatches between the time when interest rates on asset and liability
are reset etc. Management of interest rate risk involves employing methods like Value-at-
Risk (VaR), a standard approach to assess potential loss that could crystallize on trading
portfolio due to variations in market interest rates and prices. Foreign Exchange risk is due
to running open positions. The risk of open positions of late has increased due to wide
variations in exchange risks. The Board of Directors should law down strict intra-day and
overnight positions to ensure that the Foreign Exchange risk is under control.
Chief Risk Officer, Alden Toevs (2008) of Commonwealth Bank of Australia states that
a major failure of risk management highlighted by the globalfinancialcrisis was the inability
of financial institutions to view risk on a holistic basis. ‘The global financial crisis exposed,
with chilling clarity, the dangers of thinking in silos, particularly where risk management is
concerned’ says the author. The malady is due to the Banks focusing on individual risk
exposures without taking into consideration the broader picture. As per the author the
root of the problem is the failure of the Banks to consider risks on an enterprise-wide basis.
The new relevance and urgency for implementing the Enterprise Risk Management (ERM)
is due to the regulatory insistence with a number of proposals to ensure that institutions
stay focused on the big picture. In a way the Three Pillar Approach frame work of the Basel
II Accord is an effort to fulfill this requirement. The risk weighted approaches to Credit Risk
on the basis of the asset quality, allocation of capital to Operational Risk and Market Risks
nearly capture all the risks attendant to a Bank’s functioning.

2.3 Literature review: Indian Subcontinent Perspective
Rekha Arunkumar and Koteshwar (2010) feel that the Credit Risk is the oldest and
biggest risk that Banks, by virtue of their very nature of business inherit. The pre-dominance
of credit risk is the main component in the capital allocation. As per their estimate credit
risk takes the major part of the Risk Management apparatus accounting for over 70 per cent
of all Risks. As per them the Market Risk and Operational Risk are important, but more
attention needs to be paid to the Credit Risk Management in Banks.
Reserve Bank of India, Volume 3, 1967-81 gives very valuable account of the evolution of
Central Banking in India. This third volume describes vividly the background against which
the Reserve Bank of India came into being on April 1,
1935. Before the establishment of the Reserve Bank, the Central Banking functions were
handled by the Imperial Bank of India. The Royal Commission on Indian Currency and
Finance (Hilton Young Commission) 1926 recommended that there is conflict of interest in
the Imperial Bank of India functioning as the controller of currency while also functioning
as a Commercial Bank. After detailed analysis on the ownership, constitution and
composition of the ownership, RBI was established by a Bill in the Legislative Assembly.
It was in 1948 that the Reserve Bank of India was nationalized under the RBI(Transfer to
Public Ownership) Act, 1948. The earlier volumes viz., Volume I and Volume II covered the
developments in Central Banking up to 1967. Volume III covers the period 1967 to 1981.
This is the most dynamic period in the history of Commercial Banking. The Government
was very critical of the attitudes of the Private Banks for their failure to be socially
responsible, which led the Govt. To impose social control on Banks. Mrs. Indira Gandhi
nationalized 14 Banks during July 1969. Reserve Bank was given newer responsibilities in
terms of the Developmental role.
The RBI was assigned not only the role of maintaining monetary and fiscal stability but also
the developmental role of establishing institutional framework to complement commercial
banking to help agriculture, SSI and Export Sectors.
RBI,despite the criticismof not enjoying adequate autonomy due to the interference of the
Finance Ministry (with Govt. Ownership of most Banking Companies) has been able to
commendably discharge the regulatory functions.

True it was during this period that the performance of the Indian Banks deteriorated with
most Nationalized Banks wiping out their capital and their Balance Sheets showing huge
negativities in terms of quality of assets etc.
The period covered by the Volume III is the pre-liberalization and pre-reform period and the
Reserve Bank had to compromise on its regulatory and supervisory role in view of the Govt.
Control over Banks.
Banking Law and Regulation 2005 published by Aspen Publishers looks at the regulatory
practices relating to Banks and Financial Institutions. The book analyses the various
provisions of the Gramm-Leach Baily Act, 1999, the Financial Institutions Recovery and
Enforcement Act 2002, the Federal Deposit Insurance Corporation Improvement Act, and
the Fair and Accurate Credit Transactions Act 2003.
S.K.Bagchi (2006) observed that in the world of finance more specifically in Banking,
Credit Risk is the most predominant risk in Banking and occupies roughly 90-95 per cent of
risk segment. The remaining fraction is on account of Market Risk, Operations Risk etc. He
feels that so much of concern on operational risk is misplaced. As per him, it may be just
one to two per cent of Bank’s risk. For this small fraction, instituting an elaborate
mechanism may be unwarranted. A well laid out Risk Management System should give its
best attention to Credit Risk and Market Risk. In instituting the Risk Management
apparatus, Banks seem to be giving equal priority to these three Risks viz., Credit Risk,
Operational Risk and Market Risk. This may prove counter-productive. Securitization and
Reconstruction of Financial Assets
Enactment of Security Interest Act, 2002. (SARFAESI ACT). (42) Govt. Of India has taken the
initiative of making the legislation to help Banks to provide better Risk Management for their
asset portfolio. Risk Management of the Loan book has been posing a challenge to the Banks
and Financial Institutions which are helpless in view of the protracted legal processes. The act
enables Banks to realize their dues without intervention of Courts and Tribunals. As a part of the
Risk Management strategies, Banks can set up Asset Management Companies (AMC) to acquire
Non Performing Assets of Banks and Financial agencies by paying the consideration in the form
of Debentures, Bonds etc. This relieves the Bank transferring the asset to concentrate on their
loan book to secure that the quality of the portfolio does not deteriorate. The actcontains severe
penalties on the debtors. The AMC is vested with the power of issuing notices to the Borrowers
calling for repayment within 60 days. If the borrower fails to meet the commitment, the AMC can
take possession of the secured assets and appoint any Agency to manage the secured assets.
Borrowers are given the option of appealing to the Debt Tribunal, but only after paying 75% of
the amount claimed by the AMC. There are strict provisions of penalties for offences or default
by the securitization or reconstruction company. In caseof default in registration of transactions,
the company officials would be fined up to.

Rs.5,000/- per day. Similarly non-compliance of the RBI directions also attract fine up to Rs.5
lakhs and additional fine of Rs.10,000/- per day. This has proved to be a very effective Risk
Management Tool in the hands of the Banks.
The Report of the Banking Commission 1972 RBI Mumbai.
The Commission made several recommendations for making the Indian Banking system
healthier. The commission observed that the systemof controls and supervisory oversight
were lax and underlined the need for closure supervision of Banks to avoid Bank failures.
However most of the recommendations of the Commission lost their relevance in view of
the priorities of the Government which is more concerned with its political compulsions.
The nationalization of Banks and the tight control on the Banks of the Govt. Left little scope
for implementation of the recommendations of the Commission. If only the
recommendations which are meant to restore tighter regulatory measures, strengthening
of the internal control systems and professionalization of the Bank Boards were properly
appreciated and implementation, Indian Banks would not have ended in the mess of
erosion of capital, mounting burden of non-performing assets etc.
A well-known study analyzing the performance of Commercial Banks in India was conducted by
Vashist (1991). Avtar Krishna Vashist: Public Sector Banks in India – H,.K.Publishers &
Distributors, New Delhi 1991.
In order to find out relative performance of different Banks, composite weighted growth
index, relative growth index and average growth index of Banks were constructed. The
study revealed that Commercial Banks did well with respect to Branch expansion, deposit
mobilization and deployment of credit to the Priority Sectors. But they showed poor
performance in terms of profitability. After identifying the causes of the decline in
profitability a number of suggestions were made to improve the performance of
Commercial Banks in the Country.
Dr.Atul Mehrotra, Dean, Vishwakarma Institute of Management emphasizes the need for
promotion of Corporate Governance in Banks in these uncertain and risky times. This paper
discussed at length Corporate Governance related aspects in Banks as also touches upon
the principles for enhancing Corporate Governance in Banks as suggested by BCBS. The
author felt that despite the RBI’s initiatives on the recommendations of the Consultative
Group of Directors of Banks/Financial Institutions under the Chairmanship of
Dr.A.S.Ganguly, member of the Board for Financial Supervision, there is more ground to be
covered before Indian Banks are in a position to attain good Governance Standards.
As per the author he Public Sector Banks with Government ownership control almost over 80 per
cent of banking business in India. This complicates the role of the Reserve Bank of India as the
regulator of the financial system. The role of the Government performing simultaneously
multiple functions such as the manager, owner, quasi-regulator and sometimes even as super-

regulator presents difficulties inthe matter. Unless there is clarity in the role of the Government,
and unless Boards of the banks are given the desired level of autonomy, it will be difficult to set
up healthy governance standards in the Banks.
As a part of the Review of literature, the Reports of various Committees and Commissions
have been perused. Important among them are given below:
The Report of the Committee on the Financial System 1991 Chairman Shri
M.Narasimham (1991) by far is the most important document while discussing the
Reform process in Indian Banking. The following recommendations made by the Committee
which were largely implemented put the Indian Banking system on an even keel:

Chapter -3
Conceptual Framework
SERIAL NO PARTICULARS PAGE NO.
3.1 Bank 19
3.2 Banking 19
3.3 Credit 19
3.4 credit Management 20
3.5 Risk 20
3.6 Risk Management 20
3.7 Credit Risk 21
3.8 Management Credit Risk 21
3.9 Credit Administration 22
3.10 Rating Review 22
3.11 Problem Credit 23
3.12 Managing Problem Credits 23
3.13 Terms & Concept UsedIn This Study 24

3.1: Bank
Bank is a financial institution that collects society’s surplus cash and gives a part of that as loan
to investors for earning profit. So, bank is an intermediary that makes relationship between the
owner of surplus savings and the investors of deficit capital.
A bank is a financial intermediary that creates credit by lending money to a borrower, thereby
creating a corresponding deposit on the bank's balance sheet. Lending activities can be
performed either directly or indirectly through capital markets. Due to their importance in the
financial system and influence on national economies, banks are highly regulated in most
countries.
3.2: Banking
Simply the activities of bank are referred as banking. It includes account opening, receiving
deposit; DD, TT issuing & receiving; loan disbursement & collection etc. All activities of bank
together are called banking.
Source: Dr. R.M. Debnath- (1994) Business of Banking.1st Edition
3.3 Credit
The word “Credit” is derived from Latin word “Credo” meaning ‘I believe’. It is usually defined as
one’s ability to buy with a promise to pay. In general credit means the granting of a period of
time by a creditor to a debtor at the expiration of which the latter must pay the debt.
From banker point of view, credit is the confidence of the lender on the ability and willingness of
the borrower to repay the debts at a future date.
Source: M.A. Matin (2008)- Credit Operations and Risk Management in Commercial Banks. P.-2

3.4: credit Management
Credit management includes all activities related with bank credit i.e., volume, mixes, level,
movements and the like.
Credit management is usually regarded as assuring that customers pay on time, credit costs are
kept low, and poor debts are managed in such a manner that payment is received without
damaging the relationship with those customers. An approved credit management policy can
offer assurances to a financing bank, which may facilitate financing.
3.5: Risk
Risks are usually defined by the adverse impact on profitability of several distinct sources of
uncertainty. While the types and degree of risks an organization may be exposed to depend upon
a number of factors such as its size, complexity business activities, volume etc. it is believed that
generally the banks face Credit, Market, Liquidity, Operational, Compliance / legal / regulatory
and reputation risks.
Risks are normally classified within 3 categories:
a) Risks inherent to the external context
b) Risks inherent to operative management
c) Risks inherent to financial management.
3.6: Risk Management
Risk Management is a discipline at the core of every financial institution and encompasses all the
activities that affect its risk profile. Proper risk management and internal control help
organizations understand the risks they are exposed to, put controls in place to counter threats,
and effectively pursue their objectives. They are therefore an important aspect of an
organization’s governance, management, and operations. Professional accountants can and

should play a leading role in helping their organizations achieve an integrated, organization-wide
approach to risk management and internal control—which ultimately helps create, enhance, and
protect stakeholder value.
3.7: Credit Risk
Credit risk is one of the major risks faced by the Bank. This can be described as potential loss
arising from the failure of a counter party to perform according to contractual arrangement with
the Bank. The failure may arise due to unwillingness of the counter party or decline in economic
condition etc. Bank's risk management has been designed to address all these issues.
3.8: Management Credit Risk
The Credit Risk management includes borrower risk analysis, industry risk analysis, historical
financial analysis, projected financial performance, the conduct of the account, and security of
proposed loan. The management originates from relationship manager/account officer and
approved by Credit Review Committee at Head Office. The Credit Committee under elevated
authority approves the credit proposals. Executive Committee of the Board approves the
proposals beyond the authority limit of the Management. The Board of Directors reviews the
proposals approved by the Executive Committee.
A credit risk management framework encompasses the scope of risks to be managed,
the process/systems and procedures to manage risk and the roles and responsibilities
of individuals involved in risk management. In broad sense credit risk management process
includes:
 Identification
 Assessment
 Control
 Monitoring

3.9: Credit Administration
Ongoing administration of the credit portfolio is an essential part of the credit process. Credit
administration function is basically a back office activity that support and control extension and
maintenance of credit. A typical credit administration unit performs following functions:
 Documentation
 Credit Disbursement
 Credit monitoring
 Loan Repayment
 Maintenance of Credit Files
 Collateral and Security Documents.
3.10: Rating Review
The rating review can be two-fold:
a) Continuous monitoring by those who assigned the rating. The Relationship Managers (RMs)
generally have aclosecontact with the borrower and are expected to keep an eye on the financial
stability of the borrower. In the event of any deterioration the ratings are immediately revised
/reviewed.
b) Secondly the risk review functions of the bank or business lines also conduct periodical review
of ratings at the time of risk review of credit portfolio.
Risk ratings should be assigned at the inception of lending, and updated at least annually.
Institutions should, however, review ratings as and when adverse events occur. A separate
function independent of loan origination should review Risk ratings.

3.11: Problem Credit
Problem credit refers to those which the borrowers do not return as and when required in spite
of repeated reminders and not able to show any acceptable reasons for such failure.
Source: Dr. A.R. Khan(1996) -Bank Management: A Fund Emphasis. P.-191
4.12: Managing Problem Credits
 The institution should establish a system that helps identify problem loan ahead of time
when there may be more options available for remedial measures.
 A bank’s credit risk policies should clearly set out how the bank will manage problem
credits. Banks differ on the methods and organization they use to manage problem
credits. When a bank has significant credit-related problems, it is important to segregate
the workout function from the credit origination function.
 A problem loan management process encompass following basic elements:
a. Negotiation and follow-up
b. Workout remedial strategies
c. Review of collateral and security document
d. Status Report and Review.
Source: Dr. A.R. Khan-Bank Management: A Fund Emphasis.

3.13: Terms & Concept Used In This Study
Current assets
Current assets include cash in hand and with bank, investment and other assets.
Current liabilities
Current liabilities include deposits and other accounts (other than fixed deposits and deposit
pension scheme) bills payable and other liabilities.
Total income
Total income is considered as total income after provision for bad and doubtful debts.
Equity
Equity includes paid up capital quasi-equity, reserve fund and other reserves.
Bad debts
Bad debts are considered as fixed expenses being it is generally treated as administrative
expenses which are fixed in future.
Borrower
In this study a borrower is a person who enjoys credit facilities fromthe bank in order to start or
organize an enterprise especially one involving financial risk.
Pledge
In a pledge the costumer delivers the possession of the securities to the banker and the banker
holds the possession of securities until the debt is discharged. According to section 172 of
contract Act 1872, “Pledge is a bailment of goods as security for payment of a debt or
performance of a promise.” Under section 148 of this Act, bailment is the delivery of a goods by
one person to another for some purpose, under a contract that the good shall,when the purpose
is accomplished, be returned or otherwise disposed of, according to the direction of the person
delivering them” The person who delivers the goods as security is called is called the “pledger”
and the person to whom the goods are so delivered is called the “Pledgee”. The ownership
remains with the pledger.
Customer

In this study customer means customers are the people who deal with Bank. A customer is a
person who has some sort of accounts either savings or current or some similar relations with a
Bank.
Some definitions of Customer are given below:
1). To be a customer, one should regularly maintain banking practice.
- Sir John Pagget.(1996)
2). Customer is a person who has a Bank Account, for whom bank is agreed to collect any
commodities and even any bank that open an account in another bank, also be treated as a
customer.
- Uniform Commercial Board.
Banker
Any person carrying on the business of banking is a banker. Generally, a banker is a person, who
operates banking activities. Some definitions of banker are given below.
1). A banker is a dealers in debts his own and other people.
- Prof. Crowther (1999)
2). A banker includes a person, corporation, or company acting as banker.
-Negotiable Instrument Act, 1881.
Letter of Credit
The contract between the importer and the exporter is given a legal shape by the banker
(authorized dealer) who undertakes to make the payment for the imports on behalf of the
importer. The banker undertakes the responsibility through “letter of credit” Which, for this
purpose is a letter of commitment issued by the importers banker to his foreign Correspondent
banker or branch, if any, in the exporter’s country undertaking to horror bills of exchange drawn
by the named exporter in accordance with and upon fulfillment of the terms stipulated in the
letter. From the importer’s side it is an import letter of credit (out ward) and from the exporters
side it is an export letter of credit (inward), its opening being always arranged by the import.
Ratio
Ratio is a fraction whose number is the antecedent and denominator the consequent. It may also
be defined as the relationship or proportion that one amount bears to another, the first number
being numerator and the later denominator.

Net Profit
Net profit is the profit, which arise after adding the operating income from the gross profit and
deducting operating expenses from the gross profit.
Consumers Credit Scheme
Consumer Credit is arelatively new fieldof collateral-free financeof the Bank. People with limited
income can avail credit to buy household goods including car computer and other consumer
durables.
Lease Finance
This has been designed to assist and encourage the genuine and capable entrepreneurs and
professionals for acquiring capital machinery, medical equipment, computers and other items
which may help them to be economically self-reliant. Terms and conditions of this credit have
been made easier than before in order to help the potential entrepreneurs to acquire equipment
of production and services and repay the liability gradually from earnings on the basis of “Pay as
you earn”.
Source: E.F. Brigham & J.F. Houston (2000) - Fundamentals of Financial Management. 9th Edition.
Net Worth
Net worth is the wealth of the shareholders at book value. It is the difference between total
assets and total liabilities.

Chapter – Four
Organizational Overview
Serial No. Particulars Page No.
4.1 History of Mercantile Bank Limited 28
4.2 Vision and Mission 30
4.3 Objectives 30
4.4 Core Values 31
4.5 Corporate Portfolio 31
4.6 Management of MBL 32
4.7 Human Resource Management of MBL 33
4.8 Corporate Information at a Glance 34
4.9 Hierarchy of Position in MBL 35
4.10 Coverage of MBL 36
4.11 Products and Services of MBL 37

4.1 History of Mercantile Bank Limited
Mercantile Bank Limited is a commercial bank headquartered in Dhaka, Bangladesh. It was
established on 20 May 1999; and commenced commercial banking operation on 2 June 1999.
Mercantile Bank Limited was incorporated in Bangladesh as a Public Limited Company with
limited liability under the Bank Companies Act, 1991 on May 20, 1999 and commenced
commercial operation on June 02, 1999. It was listed in Dhaka Stock Exchange and Chittagong
Stock Exchange on February 16, 2004 and February 26, 2004 respectively. The Bank has 101
branches spread all over the country. MBL is a highly capitalized new generation Bank with an
Authorized Capital and paid-up Capital of Tk. 12,000 million and Tk. 7391.6 million respectively.
With assets of TK. 178,007,035,824(up to June 2015) and more than 1,900 employees, the bank
has diversified activities in retail banking, corporate banking and international trade.
Present scenario of MBL from the Dhaka stock market –
Basic Information:
Authorized Capital in BDT*
(mn)
12,000.0 52 Week's Range 9.7 - 16
Paid-up Capital in BDT*
(mn)
7,391.6 Nature
Face Value 10.0 Market Lot 1
Total no. of Securities 739,156,701 Business Segment Bank
(source http://www.dsebd.org/displayCompany.php?name=MERCANBANK)
There are 28 sponsors involved in creating Mercantile Bank Limited; the sponsors of the bank
have a long heritage of trade, commerce and industry. They are highly regarded for their
entrepreneurial competence. The sponsors happen to be members of different professional
groups among whom are also renowned banking professionals having vast range of banking
knowledge. There are also members who are associated with other financial institutions
insurance Companies, leasing companies etc
MBL has been able to establish itself as a leading third generation private commercial bank by
dint of its prudent policy guidelines coupled with proper execution, wider range of banking
products and excellent customer services. The core activities of the Bank are to provide all kinds
of commercial banking services including deposits mobilization, providing loans,discounting bills,

foreign exchange business, off-shore banking, treasury function, card business and mobile
banking. MBL caters card services to its customers by VISA dual prepaid card, VISA DualHajjCard,
Credit Card and Debit card, and International/ Dual cards with various -to-date facilities. MBL is
continuously expanding its ATM network and inking contract with the other banks with a view to
making its card service more attractive and convenient to all. Except these, MBL is also providing
other services through its (02) two subsidiary companies
MBL has 2 (Two) subsidiaries namely Mercantile Bank Securities Limited (MBSL) and Mercantile
Exchange House (UK) Limited. MBSL formed on 27 June 2010 to deal with stock dealing and
broking. MBSL started its commercial operation on September 14, 2011 through obtaining stock
dealer and broker license from concerned authorities.
Mercantile Exchange House (UK) Limited, another subsidiary company of MBL incorporated as
private limited company on December 01, 2010. It commenced its business operation at
Birmingham in UK on December 06, 2011. Currently, it is operating with two branches; one in
Birmingham and another in London with a view to providing faster, easier and safer remittance
services to the Bangladeshi expatriate living and working in UK.
MBL has broad network coverage across the country. It has 101 (One Hundred One) branches
including 5 (Five) SME/Krishi branches as on June, 2015. The Bank has 2 (Two) Off-shore Banking
Units (OBU) operating at Gulshan and Chittagong EPZ areas. MBL has 120 ATM booths and 20
CDMs (Cash Deposits Machine) as on December 2014 covering important locations across the
country. Mercantile Bank Securities Limited (MBSL), a subsidiary company of MBL dealing with
stock and broking has 7 (seven) branches across the country. Mercantile Exchange House (UK)
Limited, another fully owned subsidiary company of MBL is facilitating inflow of remittance with
2 (two) branches in Birmingham and London, UK.

4.2 Vision and Mission
Vision
The gist of our vision is “Would make finest corporate citizen.”
Mission
Mission of this bank to become most caring, focused for equitable growth based on diversified
deployment of resources and nevertheless would remain healthy and gainfully profitable bank.
There are also some other mission those are-
 To be the most caring and customer friendly and service oriented bank.
 To create a technology based most efficient banking environment for our
customers.
 To ensure ethics and transparency in all levels
 To ensures sustainable growth and establish full value of the honorable
shareholders and
 Above all, to add effective contribution to the national economy
4.3 Objectives
Strategic objectives
 to increase shareholders' value
 to achieve economic value addition
 to be market leader in product innovation
 to be one of the top three financial institutions in Bangladesh in terms of efficiency
 to be one of the top five financial institutions in Bangladesh in terms of market share
in all significant market segments we serve

4.4 Core Values
1. Customer delight
Customer satisfaction pervades all our activities. We appreciate that Customer’s satisfaction is
critical for our success.
2. Innovation
Spurring innovation for reinforcement of our business.
Origination and materialization of change management for attainment of perfection and we
believe change is always constant.
3. Ethical Values
We continue to be responsible, ethical, sincere and transparent in our thoughts and actions.
4. Caring for Human Resources
Realization of latent potentialities of employees, respecting individual worth and dignity to
ensure smooth career progression as well as welfare orientation in Human Resources
management policy and practices.
5. Commitment
We always keep high on the agenda our commitment towards valued depositors as their
trustworthy custodian and to maintain the same spirit for all other stakeholders.
6. Socially Responsible
Constant endeavor to act and respond in a socially responsible manner keeping in mind society
and our country. To care for our environment.
7. Shareholders Value
Creation and Maximization of values for our shareholders.
4.5 Corporate Portfolio
1. Ensure customers satisfaction by meeting their demands with excellent customer
services.
2. Enlarge customers freedom by designing need based banking products and services.
3. Manage credit risk by diversified loan portfolio with emphasis on SME and Agriculture
financing.
4. Mitigate different risks through efficient risk management techniques.

5. Strengthen internal control and compliance (ICC) system to establish a very systematic
and effective compliant culture.
6. Combination of skilled human resources and state-of-art technology in providing banking
services.
7. Focus on green banking by ensuring eco-friendly financing.
8. Corporate clients credit rating to remain compliant in terms of regulatory capital
requirement
4.6 Management of MBL
Management is the process of planning, organizing, leading and controlling the work of
organization members and of using all available organizational resources to reach stated
organizational goals. The strength of a bank depends of the strength of its management team.
MBL is proud to have ateam of highly motivated, well-educated and experienced executives who
have been contributing substantially to the continued progress of the bank.
Managerial effectiveness has been measured in MBL in terms of come selected criteria such
deposit mobilization, loans and advances made, loan recovery, profitability and productivity. It
has been found that MBL is effective in respect of branch expansion, loan disbursement, loan
recovery etc.
With a short span of time, MBL has become one of the leading and most successful bank not only
among the third generation banks but also it superseded many other banks and financial
institutions belonging to second and even first generation banks for the point of view of its
excellent business performance, extraordinary corporate culture and strong team work under
the dynamic leadership of its management. Management is trying to support and assist well-
motivated and experienced affairs to run the day to day affairs of the bank smoothly. For
maintains quality management, it is required to train-up more official at head office and branch
level in respect of sanctioning, disbursement and recovery of credit, project appraisals, customer
services etc.

4.7 Human Resources Management of MBL
To suit the demand of time as well as to reach Banking Business to a large community, MBL the
first pioneer in the country converted its mode of operation and started its pace as full-fledged
Bank. To ensure the proper implementation of Banking Principles in its operation, the bank
framed a strong audit committee consists of Economists and Bankers of the country.
Md. ShahabuddinAlam
Director
Md. Anwarul Haque
Director
A. S. M. Feroz Alam
Director
M. Amanullah
Director
Mohd. Selim
Director
MorshedAlam, M.P
Director
Al-Haj Mosharref Hossain
Director
Dr. Md. Rahmat Ullah
IndependentDirector
M Ehsanul Haque
Managing Director& CEO
Al-Haj Akram Hossain (Humayun)
Chairman
M. S. Ahsan
Vice Chairman
Md. Abdul Hannan
Vice Chairman
A.K.M. ShaheedReza
Director
Dr. Mahmood Osman Imam
IndependentDirector

4.8 Corporate Information at a Glance
Registered Name: Mercantile Bank Limited
Head Office: 61, Dilkusha Commercial Area
Dhaka-1000
Phone: +88-02-9559333, 9553892
Fax: +88-02-9561213
Swift: MBLBBDDH
E-mail: it@mblbd.com
Website: www.mblbd.com
Date of
incorporation:
20 May 1999
Authorized Capital: 12,000.0 (mn tk)
Paid up capital: 739,156,701 tk
Number of Branches: 101
Chairman: Al-Haj Akram Hossain (Humayun)
Zonal Office
Chittagong Zone
Mishkat Arcade (Level-1)
21/1, Agrabad C/A, Chittagong
Phone: 031-2529445, 716421, 723181, 721772
Fax: 88-031-2529445.
Training Institute
Swadesh Towerin
41/6 Purana Paltan
Dhaka-1000
Phone: 7174016
Fax: 88-02-9571096
Javed Tariq, Principalg

4.9 Hierarchy of Position in MBL
Chairman,Advisor,Boardof Director
ManagingDirector
SeniourExecutiveVice President
Executive Vice President
Vice President
SeniourAsst.Vice President
AssistantVice Prisident
SeniourPrincipal Officer
Principal Officer
Executive Officer
Officer
Trainee Officer
JuniourOfficer
AssistantOfficer
Trainee AssistantOfficer

4.10 Coverage of MBL
Mercantile Bank limited now cover almost all the district of Bangladesh. Area that covered by
MBL are disposed via picture.

4.11 Products and Services of MBL
A. DepositProducts:
1. Current Deposit (CD) Accounts
2. Savings Bank Deposit (SB) Accounts
3. Special Notice Deposit (SND)
4. Fixed Deposit Receipt (FDR)
5. Scheme Deposits.
a) Monthly Saving Scheme (MSS)
b) Double Benefit Deposit Scheme (DBDS)
c) Family Maintenance Deposit Scheme (FMDS)
d) Quarterly Benefit Deposit Scheme (QBDS)
e) 1.5 Times Benefit Deposit Scheme (1.5TBDS)
f) Advance Benefit Deposit Scheme (ABDS)
g) Special Savings Scheme (SSS)
h) Education Planning Deposit Scheme (EPDS)]
i) Super Benefit Deposit Scheme (SBDS)
6. School Banking.
B. Loans & Advances:
1. Retail Loans
a) Consumer Credit Scheme
b) Lease Finance
c) Car Loan Scheme
d) Home Loan Scheme
e) Doctors’ Credit Scheme
f) Any Purpose Loan (Personal Loan Scheme)
g) House Furnishing Loan
h) Overseas Employment Loan Scheme

i) Cottage Loan
j) Education Loan
2. Corporate Loans
a) Short Term Finance
b) Long Term Finance
c) Real Estate Finance
d) Import Finance/Trade Finance
e) Work Order Financing/Construction Business
f) Export Finance
g) Structured Finance
h) Loan Syndication
C. Agriculture Loan:
1. NABANNO (Krishi / Polli Loan)
2. SAKTI (ETP / Bio-Gas / Solar Energy Loan)
D. MBL Card:
1. Debit Card
2. Credit Card (Local Card, International Card, Dual Currency Card)
3. MBL Pre-Paid Card (Student Card, Hajj Card, Travel card)
E. Other Services:
1. Online Banking
2. Mobile Banking (MyCash)
3. SMS Banking
4. Locker Service
5. ATM Booth Services
6. Cash Deposit Machine (CDM) Service

Chapter-Five
Analysis
Content Page no.
5.1 Deposit andDeposit Growthrate of MBL 40
5.2 Deposit Mix for MercantileBank Limited 42
5.3 Loans and Advances 43
5.4 Sector wise loans and advances 45
5.5 Investment of MBL 46
5.6 Loan Deposit Ratio 49
5.7 Capital Adequacy Ratio 50
5.8 Returnon Investment (ROI): 52
5.9 Earnings per Share 53
5.10 Returnon Loans and Advances 53
5.11 Non-performing Loanof MBL 54

5.1 Deposit and Deposit Growth rate of MBL
Mercantile Bank Ltd. offers different attractive deposit account like Current Deposit (CD)
Accounts, Savings Bank Deposit (SBD) Accounts, Special Notice Deposit (SND), Fixed Deposit
Receipt (FDR), Scheme Deposits, and School Banking etc. Collection of deposit for the last five
years and its growth rate are as follows-
Table 5.1.1: Deposit growth rate of MBL from the year 2010 to 2014
Year
Deposit
(In Million Taka)
Deposit Growth
Rate
( %)
2009 58033.47 -
2010 75629.14 30.32%
2011 102262.02 35.22%
2012 132093.64 29.17%
2013 124566.50 -5.70%
2014 140475.84 12.77%
Average Growth Rate _ 20.36%
(Source: annual report of MBL 2010, 2011, 2012, 2013, 2014)
The banks deposit was Tk 75629.14 million as on 31st December 2010. And the deposit increased
up to 102262.02 as on 31st Dec 2011. So the bank increase its deposit by Tk 26632.88 million and
the rate of the growth is 35.22%. It continues its growth and the deposit reached at Tk 132093.64
million and also the growth rate 29.17%. But in the year 2013 the deposit decreased by Tk
7527.14 million and the rate is -5.70%. The bank againcontinues its growth on deposit sector and
reached a new deposit milestone 140475.84 that is the highest deposit for the bank.in this year
the deposit increased by 15909.34 and the rate of growth in deposit sector was 12.77%.

CHART: 5.1.2 Graphical Representation of Deposit Position of MBL 2010-2014
Chart 5.1.3: Deposit growth Rate of MBL
75629.14
102262.02
132093.64
124566.5
140475.84
2010 2011 2012 2013 2014
DEPOSIT POSITION OF MBL
DEPOSIT (BDT in Million)
30.32%
35.22%
29.17%
-5.70%
12.77%
2010 2011 2012 2013 2014
Deposit Growth Rate
Deposit Growth Rate

5.2: Deposit Mix for Mercantile Bank Limited
Mercantile Bank Ltd. offers different attractive deposit account to its customers with an
attractive interest rate and other facilities. Maintaining the profitable deposit mix is one of the
main objectives for the top-level managers. The deposit mix for MBL is as follows:
Table: 5.2.1 Deposit Mix for Mercantile Bank Ltd
As on December 31, 2010, 2011, 2012, 2013, 2014
SL.
No.
Types of Deposits Taka (in million)
2010 2011 2012 2013 2014
1 Deposits under
scheme
28612.69 35319.71 43333.46 50214.55 55176.86
2 Fixed Deposits 25865.96 38875.50 46250.92 41945.69 46057.22
3 Savings Deposits 5238.95 4929.74 6869.66 8510.14 10534.22
4 Current deposits 4089.93 3440.81 4491.20 4105.43 5494.16
5 Short Notice
Deposits
2822.01 2221.59 5087.39 7795.86 8850.41
6 Other Deposits 8999.60 16474.67 26061.01 11995.30 14362.97
7 Call Deposits - - - - -
Total 75629.14 102262.02 132093.64 124566.50 140475.84
(Source: Annual Report 2010- 2014 of Mercantile Bank Limited.)

Chart: 5.2.2 Graphical Representation of Deposit Mix of MBL 2010-2014
5.3 Loans and Advances
Table 5.3.1 Loans and Advances of MBL from the year 2010 to 2014
Deployment of loan and advances of MBL
Year
Loans and Advances
(In Million Taka)
Growth Rate
( %)
2009 48295.09 -
2010 66377.70 25.70%
2011 79,999.80 20.52%
2012 93610.87 17.01%
2013 97688.50 4.36%
2014 117060.03 19.83%
Average Growth Rate _ 17.51%
(Source:annual reportof MBL 2010, 2011, 2012, 2013, 2014)
28612.69
35319.71
43333.46
50214.55
55176.86
25865.96
38875.5
46250.92
41945.69
46057.22
5238.95
4929.74
6869.66
8510.14
10534.22
2822.01
3440.81
4491.2
4105.43
5494.16
2822.01
2221.59
5087.39
7795.86
8850.41
8999.6
16474.67
26061.01
11995.3
14362.97
2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4
DEPOSIT MIX OF MBL
Deposits under scheme Fixed Deposits Savings Deposits
Current deposits Short Notice Deposits Other Deposits

It can be seen from the table and the graph that the Loans and Advances of MBL are increasing
every year at a very high rate. In the year 2009 2010 2011 2012 2013 and 2014 the increasing
rate is more compared to the other two years. The increasing trend reflects that the Advances
will also keep increasing in the coming years.
Chart-5.3.2: Graphical presentation of Loans and Advances of MBL
Chart-5.3.3: Graphical presentation of Loans and Advances growth rate of MBL
66377.7
79,999.80
93610.87 97688.5
117060.03
2010 2011 2012 2013 2014
Loan and Avances (BDT in Million)
Loan and Avances (BDT in Million)
25.70%
20.52%
17.01%
4.36%
19.83%
2010 2011 2012 2013 2014
Loan and Advances Growth Rate
Loan and Advances Growth Rate

This growth rate indicate a higher rate of growth in in the earliest 3 year. Then the Growth rate
increased little bit slowly. In the earliest year of 2010, 2011 & 2012 the rate of growth was
25.7%, 14.96 and 22.68% respectively. But in the year of 2013 tis growth rate slopes down and
the rate is only 4.36%. The bank handled the situation professionally and come to the rate of
19.83% and it also increased its loan and advanced growth rate.
5.4 Sector Wise Loan and Advance
MBL provide its loan and advance in various sector like garments, trade, SME, housing, textile,
transportation agriculture and so on. It provide loan and advance in various sector to ensure
proper use of its fund. Sector wise break up of loan and advances of MBL are as follows-
Table 5.4.1: Sector wise loans and advances
particulars 2010
(Tk in
million)
2011
(Tk in
million)
2012
(Tk in
million)
2013
(Tk in
million)
2014
(Tk in
million)
Garments 11211.47 12,338.91 13,788.59 12,437.02 16,599.22
Trading 14139 9,758.35 13,716.42 9,007.86 9,508.6
Engineering (Iron & Steel,
Electrical Equipment etc.)
6250.73 8,357.68 11,086.52 13,140.26 15,585.99
Contractor finance 1212.56 1,262.83 1,119.76 833.42 806.78
Leasing company 1728.40 2,022.70 1,769.80 1,415.3 2,180.83
Housing 1279.71 1,329.11 1,363.32 5,040.61 5,910.44
Food, food product, beverage,
edible oil etc.
3027.3 7,503.61 6,513.71 9,435.64 7,363.59
Pharmaceuticals 834.65 1,642.77 1,029.26 1,040.74 1,824.45
Tele-communication 214.75 226.49 563.08 516.76 461.05
Transport 874.45 1,106.45 1,325.81 2,367.38 3,054.88
Leather & leather products 1394.13 275.26 401.14 483.43 1,138.51
Jute industries 338.27 - 1,018.57 1,427.93 1,637.55
Textile 1549.54 2,255.94 2,81735 4,816.3 4,158.02
Information technology 714.93 792.36 558.13 407.7 188.75
Hospital & medical services 942.69 1,768.18 2,367.56 1,908.79 2,219.59

Paper, paper production &
publications
821.80 849.60 1,853.45 2,307.03 2,473.34
Plastic & plastic materials 4.12 1,434.62 1,824.07 1,089.26 1,811.06
Storage 2038.9 710.92 798.78 622.69 630.11
Glass & glass product 3386.31 3.82 .086 4.18 3.53
Agriculture 197.48 679.80 1,421.17 2,217.9 1,785.79
SME Loan 1513.47 3,833.56 4,597.81 7,913.6 9,068.66
Credit Card 3029.36 243.30 299.52 301.18 264.72
Consumer Loan 1520.17 2,188.27 1,815.80 1,708.55 1,480.89
Loans to Brokerage House - - 4,073.93 4,508.53 4,878.98
Others 9663.37 19,415.19 17,487.21 12,736.2 22,024.58
Total 66377.70 79,999.80 93,610.87 97,688.50 117,060.02
5.5: Investment of Mercantile Bank Ltd:
Mercantile Bank has diversified its investment portfolio through Lease Finance, Hire purchase
and Capital Market Operations besides the investment in Treasury Bills and Bonds, Prize Bonds.
The emphasis on high quality investment has ensured the bank to maximize its profit.
Mercantile Bank Ltd. is also a member of the Dhaka Stock Exchange and the Chittagong Stock
Exchange. A specialized unit of the bank, the investment division manages the Bank’s portfolio
and actively participates in the screen based on line trading of both the stock exchanges. The
Investment portfolio made up of Government Securities and Shares & Debentures of different
listed companies stood at tk. 32,184.08 million for the year 2014. Here the growth rate is
decreasing every year. The highest growth rate was in year 2012 which was 67.63%, and the
lowest growth rate was in year 2013, which was -27.17% as the graph and table demonstrate
this.

Table-5.5.1: Investment of Mercantile Bank Ltd.
Year Investment
(In million taka)
Growth Growth
Rate
2009 9,664.72 _
2010 10,937.20 1272.48 13.17.%
2011 24,645.38 13708.18 125.34%
2012 41,314.19 16668.81 67.63%
2013 30,090.60 -11223.59 -27.17%
2014 32,184.08 2093.48 6.96%
Average Growth Rate 37.19%
(Source: Annual Report 2009 to 2014 of Mercantile Bank Ltd.)
CHART 5.5.2: Graphical Representation OF Investment Growth
13.17
125.34
67.63
-27.17
6.67
2010 2011 2012 2013 2014
INVESTMENT GROWTH
INVESTMENT GROWTH

CHART 5.5.3: Graphical Representation OF Investment Mix
MBL investment mainly based on three basic sector government securities, government bond
and other financial investment like investment in others bank shares, bonds of other banks and
companies. MBL emphasized its investment mainly on the government bank. 85% of its
investment on the government bond. MBL investment classified various types bond like 5 Years
Treasury bond, 10 Years Treasury bond, 15 Years Treasury bond and 20 Years Treasury Bond.it
also invest like 91 days BB Bills, 182 days Treasury Bills etc.
MBL remaining 15% investment divided into government securities and other investment.it used
7% its investment on government securities and the rest 8% on others sector.so MBL mainly a
use its fund to invests mainly government bond and securities.
7%
85%
8%
INVESTMENT
Government Securities
Government bonds
Other investments

5.6 Loan Deposit Ratio
Table 5.5.1: Loan Deposit Ratio of MBL 2009-2014
Year
Deposit
(In Million Taka)
Loans and Advances
(In Million Taka)
Loan Deposit Ratio
2009 58033.47 48295.09 83.22%
2010
75629.14 66377.70 87.77%
2011
102262.02 76305.02 74.62%
2012
132093.64 93610.87 70.87%
2013 124566.50 97688.50 78.42%
2014
140475.84 117060.03 73.33%
Chart 5.6.2: Loan Deposit Ratio of MBL 2009-2014
83.22
87.77
74.62
70.87
78.42
73.33
2009 2010 2011 2012 2013 2014
Loan Deposit Ratio
Loan Deposit Ratio

Deposit and loan and advance ratio =
Deposit and loan advance ratio for the year 2014 =
= 83.22
MBL follows a standard for deposit and loan and advance ratio. From the above chart it shows a
continuous standard used in different year for investing the deposit for loan and advances.in
2009 the ratio was 83.22%. That means the bank used its 83.22 % deposit for loan and advances.
Banks have to keep a minimum level of deposit for the need of deposits needs. For this reason
MBL use 83.22%, 87.77%, 74.62%, 70.87%, 78.42% and 73.33% of its deposit for the last 6 years
2009-2014 and keep the remaining money for the requirement of maintaining the minimum
liquidity position.so the bank perfectly used its deposit for loan and advances sector.
5.7 Capital Adequacy Ratio
As per new risk based capital adequacy framework, MBL has adopted Basel II in the Bank. As per
Basel II principles, Capital Adequacy Ratio (solo basis) of the Bank stood at 12.95% as on
December, 2014 against minimum requirement of 10%.
MBL is maintaining a strong capital base. Total eligible capital of the Bank stood at BDT 1,910.39
Core as on December 2014 which is well above the minimum requirement of BDT 1,474.84 Core
as on the same date. Capital Adequacy Ratio was 12.95% as on December 2014 as compared to
minimum requirement of 10% as per Basel II.
Loan and advance ×100
Deposit
48295.09 × 100
58033.47

Table: 5.7.1: Capital adequacy ratio of MBL for the year 2014
Table: 5.7.2.: Capital adequacy ratio of MBL for the year 2013 & 2014

5.8 Return on Investment (ROI)
Return on Investment is an indicator of how profitable a company is relative to its total assets.
ROA gives an idea as to how efficient management is at using its assets to generate earnings.
Calculated by dividing a company's annual earnings by its total assets, ROA is displayed as a
percentage.
Return on Asset = Net Income/ Investment.
Table 5.8.1: Return on Investment (ROI)
YEAR Investment NET INCOME RETURN ON
INVESTMENT (ROI)
2010 10,937.20 1,425.34 13.03%
2011 24,645.38 1,734.18 7.04%
2012 41,314.19 1,381.45 3.35%
2013 30,090.60 1,978.70 6.57%
2014 32,184.08 1,188.51 3.70%
(Source:annual reportof MBL 2010, 2011, 2012, 2013, 2014)
Chart 5.8.2 Graphical representation of ROI
13.03%
7.04%
3.35%
6.57%
3.70%
2010 2011 2012 2013 2014
RETURN ON INVESTMENT (ROI)
RETURN ON INVESTMENT (ROI)

5.9 Earnings per Share
Since the inception and enlistment in Stock Exchange, the Bank has been making positive EPS.
Earnings per share stood at BDT 1.61 as on December31, 2014 against BDT 2.68 as on
December 31, 2013.
Chart 5.9.1: Earning per share
5.10 Return on Loans and Advances
Table 5.9.1: Return on Loan and Advances
YEAR Return on Loans and Advances
2020 12.80%
2011 13.86%
2012 14.72%
2013 14.28%
2014 13.28%
1.61
2.68
2.26
3.5
2014 2013 2012 2011
EARNING PER SHARE
EARNING PER SHARE

5.11 Non-performing Loan of MBL
MBL have an increasing level of non-performing loan which is an alarming concern for the bank.
Its nonperforming loan and also NPL to total loan and advance is increasing every year. Non-
performing Loan and Advances of the last five years given below-
Table 5.11.1: Non-performing Loan and Advances of MBL
Year Loans and Advances
(In Million Taka)
Non-performing Loan NPL to total Loans
and Advances
2009 48295.09 1252.05 -
2010 66377.70 1,187.81 1.78%
2011 79,999.80 2084.62 2.61%
2012 93610.87 4,090.92 4.37%
2013 97688.50 4,659.75 4.77%
2014 117060.03 5,965.63 5.10%
Chart 5.11.2: NPL to total Loans and Advances
1.78%
2.61%
4.37%
4.77%
5.10%
2010 2011 2012 2013 2014
NPL to total Loans and Advances
NPL to total Loans and Advances

Chapter-Six
Findings, Conclusion and Recommendations
Serial No. Particulars Page No.
6.1 Findings 56
6.2 Conclusion 56
6.3 Recommendations 57

6.1 Findings
Bases onobservation and interpretation here have some positive and negative sidein MBL.Those
are given below:
 Bank Follow the overall credit assessment and risk grading process according to
Bangladesh Bank at maximum case.
 Loan and the advances are vital to finance the projects. An appropriate credit
distribution system and monitoring will ultimately lead to the profit maximizing of
banks. It is evident from that the size of MBL loans and advances are increasing over
the years. It indicates mire earning for the bank. It shows a positive growth rate.
 MBL has a positive growth rate in Net profit.
 The bank never faced less than 70% of the loan deposit ratio during the lastfive years
and tried to exceed 85% of the loan deposit ratio as per the instruction of Bangladesh
Bank.
Problems
 Mercantile Bank limited excessively emphasised on the investment on government
bond and securities.
 The bank fail to maintain its deposit and investment growth rate and return on
investment and loan deposit ratio in 2013.
 Sometime the document verification is done after loan sanction.
 The SME loan section is very poor because they focused on government bond and
securities.
6.2 Conclusion
Mercantile Bank Limited is one of the most potential Banks in the banking sector. It has a large
portfolio with huge assets to meet up its liabilities and management of this bank is equipped
with the export bankers and managers in all level of management. So it is not an easy job to
find out the drawbacks.
It has been observed that MBL started its banking services with a view to minimize the
customer’s needs by offering different products and services which are easy and affordable for

all level of customers. To that extent, MBL always emphasizes its customer services, product
development, resource management, branch networking and the contribution to the economic
development of the country. The bank also provides social services as their social responsibility.
The success of a bank depends on the quality of the services it offers. All the commercial banks,
therefore, try to provide quality services with competitive interest rates. MBL is not an
exception. Life line package has been developed with the same purpose. Although, the
comparative analysis shows that MBL is in better position, but there are some obstacles it faces
to sustain the position. However, the continuous improvement of the services will certainly
place the bank in the best position in one decade.
6.3 Recommendations
 MBL can diversify its investment through various corporate loan.
 The Bank has to give emphasis the SME loan section.
 The Loan and Advance section has to make strong and the employees have to be
devoted to the Bank as to maintain the continuous growth rate.
 The Bank has to construct a long term strong investment policy.
 All the document verifications have to done before loan sanction
 The bank provided the maximum amount of investment focusing commercial and
industrial sectors in urban areas mainly on Dhaka Division and Chittagong Division basis.
To help the country’s development regionally equal and take the bank as amiable to
mass people countrywide.

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Tim, S. Campbell, & Kracaw, W. A. (1993). Financial Risk Management: Fixed Income and
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Bagchi S. K. (2006). Credit Risk Management
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Debnath, R.M. (1994). Business of Banking.1st Edition

Matin, M.A. (2008). Credit Operations and Risk Management in Commercial Banks. P.-2
Khan, A.R. (1996) Bank Management: A Fund Emphasis. P.-191
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WEB REFERANCE
http://www.dsebd.org/displayCompany.php?name=MERCANBANK
http://216.172.166.167/home/index
http://216.172.166.167/home/annual_reports
https://books.google.com.bd/books?isbn=0065011562

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