directors' report - Dutch-Bangla Bank Limited

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to the clients and for performing at the highest level in a fiercely competitive financial market like Bangladesh. Accordingly, the Bank's strategy is to attract, retain and motivate the most talented people and providing them with healthy, safe and progressive working environment and competitive compensation package. HR policies are designed to long-term career growth - unleashing the hidden potential The Bank's HR policies are based on trust and relationship. The Bank's policy is to look after people who want to make a long-term career with the Bank because trust and relationship are built over time. Remuneration package may be an important factor to motivate for joining a company, but it is not the only one. The corporate culture at DBBL as grew over last 16 years is such that the members of the staff have ample opportunities to take initiative and responsibilities to unleash their hidden potential to maximize benefits for themselves and for the society. The challenge is to maintain a business like, committed corporate culture that matches DBBL's mission. Achieving results and taking responsibility are important components of the culture we pursue, one in which management and staff work together and are mutually accountable. DBBL provides challenging but rewarding career where good values, fairness and hard work are highly encouraged In case of DBBL, it is excellence of DBBL with good values, fairness, potential for success, scope to develop a broad interesting career etc. which attract people to join and work with DBBL. DBBL always encourages excellence in performance by rewards and recognition. Healthcare, safety standards and modern working environment A thorough medical checkup facility is provided to each employee in every alternate year; Medical allowance @ 10% of basic salary is paid to each employee which is tax-free; In order to provide highly sophisticated and encouraging working environment, all the DBBL offices including head office and branches are equipped with modern facilities with air-conditioning and generator for power back up; All DBBL offices including head office and branches are equipped with fire fighting material and have multiple exit points for emergency exit. Staff welfare schemes in DBBL A number of well thought out policies are in place for welfare of employees in DBBL those are in addition to competitive compensation package available in the industry: • DBBL Provident Fund, • DBBL Superannuation Fund, • DBBL Gratuity Fund, • House Building Loan Scheme, • Car Loan Scheme, • Festival bonus, • Incentive bonus, and • Study leave. Career development and training program DBBL attaches utmost importance to the development of its employees through continuous training so that DBBL executives can have competitive advantage in the market. The training need of individual employees including training need for introducing new products, services and technology is evaluated on a continuous and systematic way. DBBL executives are encouraged to attend high quality training at home and abroad to develop and broaden existing knowledge and skills and to acquire new skills and expertise. We imparted training to 1,830 officers in 25 different courses during 2011. The training programs were organized by our own training institute. We also nominated 149 officers to undergo 61 different training programs/courses organized by different organizations like Bangladesh Institute of Bank Management (BIBM), Bangladesh Bank Training Academy (BBTA) and other similar organizations. In addition, fourteen executives/officers were sent abroad for attending overseas training and workshop.
The number of DBBL staff increased by 1,221 in 2011. At the end of 2011, number of staff stood at 4,015 compared to 2,794 at the end of 2010. CONTRIBUTION TO NATIONAL ECONOMY & NATIONAL EXCHEQUER Contribution to national economy Primarily our business strategies are based on goodwill and trust of the customers and other stakeholders. Our Social Cause programs help strengthens this trust. DBBL conducts its activities in a responsible way to maximize value for its customers, stakeholders and the economy. Making technology affordable for masses to facilitate seamless transaction and socio-economic development In DBBL, banking products and services based on latest technology and multiple delivery channels are aimed at faster and better customer services at the doorsteps of customers at affordable cost. DBBL being the most technologically advanced Bank has established the largest ATM and Fast Track network of the country with a huge investment which is not at all financially rewarding. Still DBBL has taken these initiatives as part of its Social Cause programs to reach the benefits to the customers enabling them to make seamless transaction 24 hours a day across the country. At the end of 2011, such services were provided through 111 branches, 1,940 ATMs, 153 Fast Tracks and a large number of POS terminals spread throughout the country. To widen and spread the benefit of the ATM and Fast Track network, DBBL is allowing customers of other banks to use the Network at nominal cost. DBBL is committed to spread the network even further to maximize socio-economic benefits of the country though it is not cost-effective for the Bank. By providing such services, DBBL is enabling the customers to maximize their business potentials and to fulfill their personal hopes and aspirations. In addition, mobile banking services were introduced in 2011 by DBBL which is first of its kind in the country to provide banking services to mainly those people who are living in rural areas of the country and mostly deprived of conventional banking services. Mobilization and allocation of resources in optimum way-extending loans to important sectors at reasonable interest rate and charges It is the policy of DBBL to mobilize resources from diversified sources to make it cost effective and sustainable to support business growth. Depositors are offered the best technology driven products & services available in the market to encourage them in savings. While resources are allocated at competitive rates preferably in most productive as well as export-oriented sectors to maximize economic and social development of the country. Resources are also allocated to farmers, people engaged in small business and trade and other individuals to make them self reliant so that they can fulfill their hopes and aspirations and lead a meaningful life and contribute to social progress. Credit-deposit ratio is contained within optimum limits to ensure utilization of resources within tolerable risks. In 2011 total liability, including capital, deposit, borrowing and others increased from Taka 101,182 million to Taka 123,267 million. Number of deposit accounts increased from 1,352,870 to 2,026,189. Loans and advances increased from Taka 67,658 million to Taka 79,661 million. Within loans, Taka 19,816 million was given to SME, Taka 1,605 million was given as retail & consumer loans and Taka 1,299 million was given to Agriculture sector. Commitment to rural area and Supporting SME DBBL has seven SME/Agriculture branch and three SME service centers mainly in rural areas to support SMEs and to bring related low income group under financial intermediation to help them become self reliant and unleash the potential of economic growth in rural area. The centers also facilitate quick transfer of funds from home and abroad to rural people through ATMs and mobile banking services. In order to reinforce our commitment to rural and marginal people of the country, mobile banking services were introduced in 2011 by DBBL, which is first of its kind in the country, to provide banking services to mainly those people who are living in rural areas of the country and mostly deprived of conventional banking services. Contribution to the national exchequer DBBL made significant contribution to the government in boosting its revenue collection. As
Page 1: directors’ report Bismillahir Rah
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directors' report - Dutch-Bangla Bank Limited

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