Independent University, Bangladesh (IUB) : BBA 449A

BBA
449A
Independent University,
Bangladesh (IUB)
Internship Organization: UCB
Report on:
“A Comparative Analysis Between
Five Conventional Private
Commercial Banks of Bangladesh”
Submitted To: Mr. Aynul Hoque

Lecturer, School of Business (IUB)
Submitted By: Md. Prayer Protik
ID: 1431337
Internship Report, Spring 2018
Letter of Transmittal
8th April 2018
Mr. Aynul Hoque
Lecturer
School of Business
Independent University, Bangladesh (IUB)
Subject: Submission of a report on “A comparative analysis between five conventional private

commercial banks of Bangladesh”.
Dear sir,
I am very happy to submit you my internship report titled “A comparative analysis between five
conventional private commercial banks of Bangladesh” (UCB Vs. ABB, City Bank, IFIC Bank and
Uttara Bank). I was assigned to work at United Commercial Bank (Head office), Agent banking division.
During this span of 3 months I have worked with my utmost dedication and tried my level best to meet
the needs of the course and follow all the guidelines given by you to prepare the report. This internship
program has been really helpful for me to gain practical knowledge and I am sure this practical knowledge
will help me to do better in my future career.
I would be really happy, if the report serves its purpose. I express my special thanks to you for dedicating
your valuable time, expert guidance and support. I have tried my level best to complete this course as per
requirements. I would be very obliged if you kindly provide your valuable judgment about the report.
Thanking you,
Sincerely yours,
…………………
Md. Prayer Protik
ID: 1431337
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Acknowledgement
At the beginning I am very much grateful to the Almighty Allah for giving me the strength to complete
the report properly. Without his diving blessings, it would never be possible for me to complete both
internship period and this internship report successfully.
During the period of my internship work, I have received generous help from many people whom I owe
this deep gratitude to, if it weren’t for their help and generous contribution, this report may have not been
finished.
A special thanks and gratitude goes to my Internship supervisor, Mr. Aynul Hoque. Without his valuable
supervision and directions, it would not have been possible to complete this report. His guidance,
encouragement and suggestions helped me to complete this report within a very short period of time.
Then I would like to express my heartfelt gratitude to the United Commercial Bank Limited to give me a
chance to complete my internship program at their Agent Banking Division and for allowing me to gather
information and helping me every possible way in preparing the internship report. My endless thanks go
to head of agent banking Mr. Khirkil Nowaz (EVP), head of agent banking operation Mr. Bazlul Habib
Bhuiyan (VP), Mr. Jahidul Islam (VP) and Mr. Shalauddin Bablu (AVP) for being patient and supporting
me during my internship program. Without their support I would not be able to gain knowledge about
agent banking and provide information in this report. I am also grateful to Mr. Robiul Islam Sohel (EO)
for helping me throughout the preparation of the report. I would also like to give my heartfelt thanks to
Mr. Khaled Saifullah (SO) for supporting me throughout the internship period. All the colleagues of the
division had been very helpful, and they made my internship period more enjoyable and eventful one.
Finally, my sincere gratitude goes to Independent University, Bangladesh for arranging this internship
program for students. It really helps students to gain knowledge about corporate world and help them to
prepare for their future career.
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Table of Contents
Chapter Segments Page

(1.1) Company Profile 01
(1.1.1) UCB’s Corporate Profile at a Glance 02
(1.1.2) Hierarchy of UCB Officials 03
Chapter 1 (1.2) Mission, Vision, Objective etc. 03-04
(1.3) Corporate Divisions 04
(1.4) Product and Services 05-06
(1.5) Corporate Social Responsibilities (CSR) 07-09
(2.1) Job Responsibilities 09-10

Chapter 2 (2.2) Function of the Department 10
(2.3) Hierarchy of Agent Banking Division 11
(3.1) Analysis of the Industry 12-13

(3.2) Finding Peer Group/ Main Competitor(s) 13-14
Chapter 3 (3.3) Ratio Analysis 15-26
(3.4) Recommendations 27
(4.1) Implications 28-29

Chapter 4 (4.2) Conclusion 29
References 30
Appendix A 31
Appendix B 32
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List of Figures
• Figure 1.1: Hierarchy of UCB’s Officials • Figure 3.3.3: Return on Equity

• Figure: 2.1 Hierarchy of Agent Banking • Figure 3.3.4: EPS
Division • Figure 3.3.5: P/E Ratio
• Figure: 3.1 Banking sector of Bangladesh • Figure 3.3.6: Loan to Deposit Ratio
• Figure 3.2: Selected Banks • Figure 3.3.7: Deposit Growth Ratio
• Figure 3.3.1: Profit Margin • Figure 3.3.8: Efficiency Ratio
• Figur 3.3.2: Return on Assets • Figure 3.3.9: Non-Performing Loan Ratio
List of Tables
• Table 1.1: UCB’s Corporate Profile at a • Table 3.3.4: EPS

Glance • Table 3.3.5: P/E Ratio
• Table 1.2: Products or Services • Table 3.3.6: Loan to Deposit Ratio
• Table 3.1: Finding Peer Group • Table 3.3.7: Deposit Growth Ratio
• Table 3.3.1: Profit Margin • Table 3.3.8: Efficiency Ratio
• Table 3.3.2: Return on Assets • Table 3.3.9: Non-Performing Loan Ratio
• Table 3.3.3: Return on Equity
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Executive Summary
This report is about my internship program with United Commercial Bank Limited (UCBL). In this report,
I have discussed about every major aspect of UCB, which I have observed and perceived during my
internship program. As an intern from a business school, I got the opportunity to work in this bank and
put my effort to make a dept study.
First part of this report discuses about the organizational overview which includes Company profile,
Corporate profile at a glance, Mission Vision and Core values etc. I have tried to give my best afford to
include all necessary information about UCB.
Second part of this report discusses about the internship outcomes which includes my job responsibilities
and function of the division. As the main purpose of internship is to learn by working in practical
environment and to apply the knowledge acquired during the studies in a real-world scenario in order to
tackle the problems using the knowledge and skill learned during the academic process. I mainly worked
in agent banking division. I have written about my job responsibilities and function of agent banking
division. I have tried to include all the necessary information about my internship experience.
In part three, I have made a comparative analysis of five first generation conventional private commercial
banks to measure their financial performance. I have done this analysis through calculating ratios. This
internship report covers many important aspects which are basically related with the operations and
financial aspects of the bank. I have taken 9 ratios which are very important to measure a bank’s financial
performance. At the end of this part I have given some recommendations based on the financial
performance.
In part four, I have made a conclusion about my learnings and my experiences which I have undergone
during my internship program.
At last, I have attached the reference and appendix to complete my internship report.
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Chapter 1
Introduction
(1.1) Company Profile:

United Commercial Bank Limited (UCBL) started its journey in 1983 with a commitment of social and
economic development in Bangladesh. It has been able to establish itself as one of the largest private
commercial bank in Bangladesh. UCB has played a vital role in creating, nourishing and establishing
leading entrepreneurs of the country. Without these entrepreneurs we cannot think an economically strong
Bangladesh. UCB is listed with Dhaka stock exchange limited and Chittagong stock exchange limited.
The bank has been included in DS30 index, formulated by world renowned S&P considering the bank as
one of the top 30 listed companies in Bangladesh. UCB offers a wide range of banking and financial
services to Corporate, SME and Retail customers through a variety of delivery channels and through its
subsidiary companies. UCB has 178 branches along with priority banking (Imperial), off-shore banking,
mobile financial service (Ucash), agent banking, remittance service and credit card service. UCB has
human capital of 4152+ and the bank has already made a distinct mark in private banking sector through
boutique service, innovative practice, dynamic problem-solving approach and efficient management. UCB
has very special focus on agriculture, export-import, SME and retail business sector with a view to lead
nationwide financial inclusion and green banking initiatives. UCB has two wholly owned subsidiaries
which are UCB Investment limited and UCB Capital management limited. UCB’s board of members
include eminent individuals with industry, financial and operational expertise. The board consist of 21
members including 2 independent directors and managing director. There are 3 committee under the board
which are Executive committee, Audit committee and Risk management committee. UCB’s banking
service has been recognized and reworded in global arena. UCB has also been adjudged as best emerging
markets bank by renowned publications known as global finance. UCB has clear strategy to rationalize
their portfolio, managing risk while accelerating the delivery of consistently strong results with special
focus on people, planet and profit to embrace sustainability.
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(1.1.1) UCB’s Corporate Profile at a Glance:
Legal form Public limited company

Commencement of business 27th June 1983
Head office Bulus center, plot-CWS-(A)-1, road-34 Gulshan

avenue, Dhaka 1212
Registered office Bulus center, plot-CWS-(A)-1, road-34 Gulshan

avenue, Dhaka-1212
Website www.ucb.com.bd
Swift UCB BDDH
E-mail info@ucb.com.bd
Chairman Mrs. Rukhmila Zaman

Managing director Mr. A. E. Abdul Muhaimen
Auditor Syful Shamsul Alam & Co.
Tax consultant Mr. Md. Mosharrof Hossain, Advocate

Legal consultant T. I. M Nurun Nabi Chowdhury
No. of branches 178
No. of ATMs 195

No. of SME centers 2
No. of agent outlet 1
Off-shore banking unit 1

No. of employees 6500+
Authorized capital 15 million
Paid up capital 10,541.31 million

Face value per share 10 tk.
Table 1.1: UCB’s Corporate Profile at a Glance
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(1.1.2) Hierarchy of UCB’s Officials:
Chairman
Vice Chairman
Managing Director (MD)
Additional Managing Director (AMD)
Deputy Managing Direstor (DMD)
Senior Executive Vice President (SEVP)
Executive Vice President (EVP)
Senior Vice President (SVP)
First Vice President (FVP)
Vice President (VP)
First Assistant Vice President (FAVP)
Assistant Vice Presedent (AVP)
Senior Executive Officer (SEO)
Executive Officer (EO)
Officer (O)
Junior Officer (JO)
Figure 1.1: Hierarchy of UCB’s Officials
(1.2) Mission, Vision, Objective etc.:
Mission: To offer financial solutions that create, manage and increase our client’s wealth while improving
the quality of life in the communities we serve.
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Vision: To be the bank of first choice through maximizing value of our clients, shareholders & employees
and contributing to the national economy with social commitments.
Core Values:
• They put their customers first.

• They emphasize on professional ethics.
• They maintain quality at all levels.
• They believe in being a responsible corporate citizen.
• They say what they believe in.
• They foster participative management.
(1.3) Corporate Divisions:
• Agent Banking Division • Credit Risk Management Division

• Agriculture Credit Division (SME)
• Audit Division • Ekti Bari Ekti Khamer
• Branch control and Development • Accounts and Finance Division
Division • General Services Division
• Brand Communication Department • Human Resources Management Division
• Brand Marketing and Corporate Affairs • Imperial Banking Division
• Business Operations Division • Information Technology Division
• Corporate Banking Division • Legal Division
• Corporate Cash Management and • Project Management Division
Marketing Division • Ready-Made Garments Division
• Credit Administration Department • Retail Business Division
• Credit Risk Management Division • Risk Management Division
• Credit Risk Management Division • SME Business Division
(Corporate) • Special Assets Management Division
• Credit Risk Management Division • Structure Finance Division.
(Retail)
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(1.4) Products or Services:
Liability Products Asset Products
• Current deposit account. • Continuous Loan Products:

• Savings deposit account. 1. Cash credit hypothecation.
• UCB youngster’s savings account. 2. Overdraft (General).
• UCB women’s savings. 3. Secured overdraft.
• UCB NRB savings. • Demand Loan Products:
• UCB imperial savings. 1. Payment against document (PAD).
• UCB student account. 2. Loan against EDF.
• Salary account for corporate bodies. 3. Work order finance.

4. Packing credit.
• Fixed deposit.
5. Time loan etc.
• UCB money maximizer.
• Term Loan Products:
• UCB earnings plus.
1. Term loan.
• UCB DPS plus.
2. Lease finance.
• UCB multi-millionaire (One to ten million)
3. Transport loan.
etc.
4. House building loan.
5. Home loan.
6. Auto loan.
7. Doctor’s loan.
8. Marriage loan.
9. Education loan.
10. Travel loan.
11. Bridge financing loan etc.
• Short Term Agriculture and Micro Credit
Products:
1. Agro overdraft.
2. Agro time loan.
3. Agro term loan.
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Non-Funded Products Treasury Products
• Letter of guarantee. • Money Market:

• Letter of credit. 1. Overnight lending and borrowing.
• Acceptance letter of credit. 2. Term borrowing and lending.
• Bills for collection etc. • Securities:
1. Sales and purchase of treasury bills.
2. Repo and reverse repo.
• Foreign Exchange:
1. Swap
2. Spot
3. Forward
Foreign Remittance Service Credit Card Products
• Inward foreign remittance. • Visa card

• Outward foreign remittance. • Master card
Debit Card Products Off-Shore Banking Unit Products
• Visa card • Placement with banks.

• Master card • Term loan
• Borrowing from banks.
Other Services Capital Market Services
• ATM • Securities trading.

• UCB Express • Margin loan.
• Online banking. • CDBL Service.
• Locker service.
• Call center.
• Utility bills etc.
Table 1.2: Products or Services
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(1.5) Corporate Social Responsibilities (CSR):
United Commercial Bank (UCB) is the largest private commercial bank of Bangladesh. It has set up the
effective implementation of corporate social responsibility (CSR) as one of the main priorities for business
to have positive impact in society. Corporate social responsibility always been treated as integral part of
their organization with involvement in continuous contribution towards economic and social development
which will build a developed nation. UCB takes an approach to business that is both socially responsible
and economically feasible. Their approach to corporate social responsibility focuses to create economic,
environmental and social value. UCB abides with all laws and regulations of the country. They assist
enterprises that help drive positive change in society to get off the ground and reach next level. They
contribute to stronger and more inclusive communities through local provision for key concerns and by
enriching the cultural landscape. In 2016 their expenditure on CSR was BDT 104.38 million.
Education:
UCB has always been directly or indirectly involved in projects for improving in education sector of
Bangladesh. UCB trying to improve the education sector of Bangladesh through:
• Provide scholarship for poor and brilliant students.

• Education promotion scheme.
• Education for underprivilege children.
• Donation to educational institutions etc.
UCB assisted Sultana memorial girls high school, Feni to rebuild its infrastructure which was burnt by
miscreants during election. UCB has also donated 5 computers to Munira Mozaher Hossain Aziz
foundation. There is a charity computer training institution providing computer training to poor students
named Sha Waliullah institution in Chittagong. Their school building was not big enough. UCB assisted
to develop the infrastructure of the school building. UCB also provided financial assistance to Anwarul
Azim girls high school, Chittagong. UCB also provides financial assistance to those institutions who are
trying to improve the socio-economic condition of Bangladesh. UCB also provides support to Proyash, a
school for disable children operates by Bangladesh Army. Besides UCB also provided financial assistance
to different educational institutions like, Chittagong University, Narayangonj Govt. Mohila College,
Jamalur Rahman Khan Science Technology School & College etc.
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Socio-Economic Development:
• UCB provided financial assistance to Gulshan police station, DMP on their CCTV surveillance
project.
• To ensure law and order, donation was made for set up CC camera on different places of
Moulvibazar and Brahmanbaria.
• To create self-employment 20 sewing machine was distributed to distressed women at Satkania
Lohagora Samity.
• Donation was made to Panchbibi Thana Authority, Joypurhat. This donation is for those drug
dealers who wants to get back to their normal life.
• 15000 pcs of Lungi and 6000 pcs of Saree were distributed to poor and distressed people.
Health:
• Donation to different health-care institutions.

• Financial assistance to under privileged and poor people.
• Rising awareness about epidemics.
• Improvement in medical education
• Survival and health development.
• Disability reduction and the adoption and maintenance of health lifestyle.
A baby girl whose age was just five months suffering from a critical disease named Biliary Artesia. She
was needed liver transplant. UCB assisted for her treatment.
Minar Uddin a student of Dhaka University (DU) who was a victim of electrical shock and severely burnt.
UCB assisted for his treatment.
Financial assistance was provided for developing children with autism and blind welfare somity.
Moreover, donation was made to a person who was suffering from cancer.
Lucky Akhand, a very good singer of the country who was suffering from cancer. UCB provided financial
assistance for his treatment. Also, donation was made to Chittagong samity Dhaka hospital fund.
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Sports:
• UCB always provided emphasis on youth development and sports.

• UCB provided donation to Jahangirnagar University for participating in inter athletics competition.
Disaster Management:
• In 2016, UCB has donated BDT 2,25,00,000 to prime minister’s relief fund.
• 2,00,000 pcs blankets were distributed among poor people to provide them warmth during the
horrible winter months.
Chapter 2
Internship Experience / Observation Details
I did my three-month long internship program at United Commercial Bank (UCB), head office, agent bank
division. I got the opportunity to work with different department of the head office. I found myself very
lucky for being able to associate with one of the oldest and biggest private commercial bank of
Bangladesh. I was assigned with Mr. Bazulul Habib Bhuiyan (VP), Mr. Jahidul Islam (VP) and Mr.
Shalauddin Bablu (AVP) of agent banking division. They were very helpful, friendly and cooperative. It
was very educative and pleasant working experience for me. I have learned many new things about
corporate life and culture. This practical knowledge will help me to do better in my further career.
(2.1) Job Responsibilities:
• General official works.

• Deal with our agents.
• Prepare necessary files.
• Deal with our proposed agents (provide answer to their queries).
• Prepare necessary documents for our proposed agents (Agent application form, Net worth
statement, CIB report, market research, Forecasting, Undertaking etc.)
• Field visit.
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• Agent outlet visit.

• Market research.
• Provide necessary training to our agent officials.
• Visit different divisions & deal with the officials to collect information.
• Assist our EVP & VP sir to their daily work.
• Arrange official lunch/dinner/meeting.
• Prepare different bills.
• Work with agent banking software (ABS).
(2.2) Function of the Division:
• Agent acquisition.
• Agent outlet opening.
• Customers account opening by using ABS.
• Final approval of customers account.
• Sending account opening documents to the BOD
• Agent site visiting before final approval.
• Controlling and monitoring all the agent outlets.
• Providing all types of support to the agent outlet.
• Providing all type information to Bangladesh Bank.
• Lunching new products for agent banking customers.
• Controlling and monitoring agent banking software (ABS).
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(2.3) Hierarchy of Agent Banking Division:
Executive Vice President (EVP)
(Head of Agent Banking Division)
Vice President (VP) Vice President (VP)
(Head of Agent Banking Operation) (Head of Agent Acquisition)
Assistant Vice President (AVP) Assistant Vice President (AVP)
(Agent Banking Operation) (Agent Acquisition)
Executive Officer (EO) Senior Officer (SO)
Junior Officer (JO) Officer (O)
Figure: 2.1 Hierarchy of Agent Banking Division
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Chapter 3
Internship Outcome/Issue Analysis/Empirical Analysis
(3.1) Analysis of the Industry:
Banking industry of Bangladesh started its journey with 6 nationalized commercial banks, 2 stated owned
specialized banks and 3 foreign banks. In 1980’s banking sector entered into private sector and achieved
significant expansion. Banking industry is playing a significant role in the economy of Bangladesh.
Bangladesh is now a developing country. Banking industry of Bangladesh is different from banking
industry of developed countries. Bangladesh Bank (BB) controls the banking industry of Bangladesh.
Now, banking industry of Bangladesh consist of two types of banks.
1. Scheduled banks.
2. Non- Scheduled banks.
In Bangladesh there are 57 scheduled banks which are operating under the control and supervision of
Bangladesh Bank. They are operating under article 36(2) of Bangladesh Bank order, 1972 and Bank
company act, 1991. In Bangladesh scheduled banks are classified into following groups:
State Owned Commercial Banks: In Bangladesh there are 6 state owned commercial banks which are
fully or mostly owned by Gov. of Bangladesh.
Specialized Banks: There are 2 specialized banks which are fully or mostly owned by Gov. of
Bangladesh. These banks are established for specific objectives like, agriculture or industry development.
Private Commercial Banks: There are 40 private commercial banks (PCBs) in Bangladesh which are
fully or mostly owned by the private entities. PCBs are classified into following groups:
• Conventional PCBs: There are 32 conventional PCBs operating in Bangladesh. They mainly do
interest-based banking.
• Islamic shariah based PCBs: There are 8 Islamic shariah based PCBs in Bangladesh. They mainly
do shariah based banking like, profit-loss sharing system.
Foreign Commercial Banks: There are 9 foreign commercial banks operating in Bangladesh as the
branch of the banks which are incorporated in abroad.
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In Bangladesh there are 6 non-scheduled banks operating right now. Non-scheduled banks are those banks
which are established for specific and defined objective and operate under the acts that are enacted to meet
up those objectives. They cannot perform all the functions of scheduled banks. Non-scheduled banks are:
1. Grameen Bank
2. Ansar VDP Unnayan Bank
3. Jubilee Bank
4. Probashi Kollyan Bank
5. Palli Sanchay Bank
6. Karmashangosthan Bank
Banking Sector of Bangladesh
Bangladesh Bank Scheduled Banks (57) Non-Scheduled Banks

(Central Bank) (6)
State Owned Private Specialized Foreign

Commercial Commercial Banks (2) Commercial
Banks (6) Banks (40) Banks (9)
Conventional Islamic Shariah

PCBs (32) Based PCBs
(8)
Figure: 3.1 Banking Sector of Bangladesh
In this era people are engaging with banks. They keep their money in the banks for extra income and for
the safety. In Bangladesh, number of banks are increasing, because there is demand for banking service.
Existing banks are increasing their number of branches, because they want to capture more customer.
Banks are opening agent outlet in those places where opening a branch is not profitable for the banks.
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Agent banking is a new theory in the banking sector. Agent banking means it’s a mini branch of the bank
where ownership belongs to an agent. Customer will get almost every banking service from that agent
outlet. Existing banks are now facing challenges and market becomes more competitive. It’s very tough
for the new banks to enter into the market and compete with the existing banks. Banks are now trying to
differentiate its self by providing high quality service. Service is the most important factor in the banking
sector. File & Prince (1992) showed the relationship between banks service quality and the number of
customer. They found that customer who are satisfied with the service, tell others about their experience
and works like an advertisement. In this way banks can increase their customer. Many research has been
made on this sector. Stafford (1996), Johnston (1997) and many other made research on the service quality
of the banks. Masum (2014), Al- Hasan et al. (2013), Ali & Chowdhury (2010), Islam et al. (2014) and
many other made their research on determinates of share prices of Bangladeshi commercial banks.
Chowdhury & Ahmed (2009) made their research on development and growth of private commercial
banks of Bangladesh. Banking sector is a bright sector of Bangladesh, but it needs more development to
compete with the foreign banking sector. Gov. Commercial banks need to develop their services and
products to compete with the private commercial banks if they want to sustain in the market.
(3.2) Finding Peer Group / Main Competitor(s):
As United commercial bank limited (UCBL) is a 1st generation conventional private commercial bank so
I will take 5 first generation conventional private commercial banks and from them I will take 4 banks to
compare with UCBL. I will select the banks based on their establishment year and portfolio of asset and
liability of 2016. I will collect those data from their annual report of 2016. Mainly I will focus on their
establishment year and their generation.
Table 3.1: Finding Peer Group
*Name of the Banks* Year of Establishment Asset (2016) Liabilities (2016)

UCB (My Bank) 1983 329,720,779,586 tk. 303,964,458,659 tk.
AB Bank 1982 314,835,891,011 tk. 291,721,430,830 tk.
IFIC Bank 1976 197,050,714,758 tk. 184,210,390,206 tk.
City Bank 1983 259,423,947,774 tk. 234,123,271,997 tk.
Uttara Bank 1965 162,417,665,493 tk. 149,066,859,175 tk.
Pubali Bank 1959 320,361,891,793 tk. 295,217,488,474 tk.
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After analyzing those data, I have selected AB, City, IFIC and Uttara Bank to compare with UCB.
VS
Figure 3.2: Selected Banks
Reason for Choosing ABB, City, IFIC and Uttara Bank:
• UCB, AB, City, IFIC and Uttara Bank all are 1st generation conventional private bank.
• All are scheduled banks.
• Their year of establishment is close to UCB.
• Their portfolio of asset and liability is close to UCB.
So, that’s why I have selected AB, City, IFIC and Uttara Bank to compare with UCB.
(3.3) Ratio Analysis:
Ration analysis is a quantitative analysis of a company’s financial statement. Ratio analysis is used to
measures a company’s financial and operating performance like profitability, liquidity, efficiency and
solvency. Ratio analysis measures a company’s financial and operating performance by evaluating current
and historical data. By using ratio analysis, we can compare a company with one or more companies or
compare with the industry’s average to measure a company’s performance. Ratio analysis is only useful
to compare companies in the same sector or industry. By using ratio analysis, we can evaluate a company’s
financial performance within very short time.
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Profit Margin
• (Net Income After Taxes ÷ Interest Income) × 100
2012 2013 2014 2015 2016

UCB 6.37% 10.82% 12.38% 17.73% 10.38%
ABB 6.84% 4.23% 4.59% 4.67% 4.82%
City Bank 4.70% 5.28% 11.39% 15.83% 16.42%
IFIC Bank 2.77% 8.96% 10.46% 5.23% 7.29%
Uttara Bank 9.04% 8.59% 9.16% 9.80% 10.40%
Profit Margin
20.00%
15.00%
10.00%
5.00%
0.00%
2012 2013 2014 2015 2016
UCB ABB City IFIC Uttara
Table & Figure 3.3.1: Profit Margin
Analysis: Profit margin shows us what portion of revenue is kept as net income after deducting all
expenses. From the ratios we can see that, profit margin of UCB increased from year 2012 to 2015 and
decreased in year 2016. It means UCB was improving its efficiency in converting revenue into actual
profit from year 2012 to 2015. But in year 2016 UCB lost its track. On the other hand, profit margin of
ABB decreased in year 2013 from 2012. But from year 2014 to 2016 profit margin increased. It means
ABB was improving its efficiency in converting revenue into actual profit. ABB kept almost similar
portion of profit from year 2014 to year 2016. Profit margin of city bank increased from year 2012 to year
2016. It shows that city bank is in the right way. Profit margin of IFIC increased from year 2012 to year
2014 and after that decreased in year 2015 and again increased in 2016. It shows that IFIC was improving
its profit-making capacity but in year 2015 it lost its track. But after year 2015 it has covered that situation
and made to increase its profit margin in 2016. From ratios we can see that Uttara Bank kept almost similar
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profit margin throughout the year 2012 to 2016. But it should focus on improving its profit margin so that
shareholders can be benefited. If profit margin increase, it means either the interests income has increased,
or the expenses have decreased. UCB, ABB, City, IFIC and Uttara should try to increase their revenue or
try to decrease their expenses to get a better profit margin so that their shareholders can be benefited.
Among four banks city bank’s performance is very competitive to UCB. Overall analysis shows us that
UCB is much efficient in converting revenue into actual profit than other four banks.
Return on Assets (ROA)
• (Net Profit After Taxes ÷ Total Assets) × 100
2012 2013 2014 2015 2016

UCB .76% 1.35% 1.38% 1.35% .80%
ABB .83% .49% .51% .45% .41%
City Bank .59% .62% 1.25% 1.67% 1.52%
IFIC Bank .34% 1.02% .99% .50% .62%
Uttara Bank 1% .99% .98% .99% .94%
Return on Asset
2.00%
1.50%
1.00%
0.50%
0.00%
2012 2013 2014 2015 2016
Table & Figure 3.3.2: Return on Assets
Analysis: From the ratios we can see that, ROA of UCB increased from year 2012 to 2014 and decreased
in 2015 and 2016. It means from 2012 to 2014 UCB increased its efficiency in earning from its resources.
But in year 2015 and 2016 it lost its track. On the other hand, ROA of ABB decreased in 2013 from 2012
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but in 2014 it increased. Again in 2015 and 2016 ROA of ABB decreased. So, ABB was not that much
efficient in earnings from its resources. ROA of City Bank increased from year 2012 to 2015 and decrease
in 2016. It means City Bank was improving its efficiency in earning from its resources but in 2016 lost its
track. IFIC and Uttara Bank had very volatile ROA throughout the year 2012 to 2016. They had so many
ups and downs. They need to work on it. If ROA increase it means, either net income has increased, or
total asset has decreased. Companies can increase its ROA by increasing profit margin or increasing its
revenue by using its assets efficiently. Overall analysis tells us that UCB is much efficient in earnings
from its resources than other four banks. It means UCB is more efficient in using its resources to
generate income than other four banks. City Bank also had very good and competitive ROA among the
banks.
Return on Equity
• (Net Income After Taxes ÷ Total Equity) × 100
2012 2013 2014 2015 2016

UCB 8.73% 14.95% 16.31% 15.54% 10.20%
ABB 8.97% 5.97% 6.52% 5.57% 5.64%
City Bank 4.25% 4.92% 9.58% 14.03% 15.55%
IFIC Bank 5.65% 14.79% 14.53% 7.61% 9.46%
Uttara Bank 12.62% 12.27% 11.41% 11.42% 11.47%
Return on Equity
18.00%
16.00%
14.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2012 2013 2014 2015 2016
Table & Figure 3.3.3: Return on Equity
18 | P a g e
Analysis: ROE calculates how much profit a company generates with the money that its shareholders
have invested as shareholders equity. From the ratios we can see that the ROE of UCB increased from
year 2012 to 2014. It means from year 2012 to 2014 UCB increased its efficiency in earning from its
equity. Rising ROE shows that a company is increasing its ability to generate income without needing as
much equity. It also shows how well a company’s management is using its shareholders capital. It has
some reasons like the financial condition of the bank was very good and there was no bankruptcy. But in
year 2015 and 2016 it lost its track because, ROE started to decrease after year 2014. On the other hand,
ROE of ABB decreased in year 2013 from 2012 and increased in year 2014. We can see that ROE of ABB
again decreased in year 2015 & again increased in 2016. ABB had very volatile condition in earning from
its equity for the period 2012 to 2016. ROE of City Bank increased from year 2012 to year 2016. So that
indicates City Bank is in right way. IFIC and Uttara Bank had volatile ROE throughout the year 2012 to
2016. Mainly this happened because the instability of the earnings. But Uttara Bank kept almost similar
ROE in those years. Increasing ROE indicates us either net profit increase or the company is using more
debt, so it has less shareholders equity. By evaluating overall condition, we can see that UCB is much
efficient in earning from its equity than other four banks because it had good ROA throughout the
year 2012 to 2016. But Uttara Bank kept a balance ROE in those years.
EPS
• Net Profit After Taxes ÷ Number of Share Outstanding
2012 2013 2014 2015 2016

UCB 1.90 3.66 4.39 3.96 2.49
ABB 3.25 2.03 2.37 2.12 1.94
City Bank 1.21 1.09 2.66 4.09 4.49
IFIC Bank 1.12 3.07 3.53 1.57 2.15
Uttara Bank 3.40 3.60 3.47 3.76 3.83
19 | P a g e
EPS
5
0
2012 2013 2014 2015 2016
Table & Figure 3.3.4: EPS
Analysis: EPS tells us how much earnings a company has against its every outstanding share. This tells
us the total amount of earnings available for common shareholders. From the ratios we can see that the
EPS of UCB increased from year 2012 to 2014. It means UCB was increasing its amount of income
available for its common shareholders. It shows us the strength of UCB in case of earnings. It makes UCB
very attractive to investors for investing. But in year 2015 and 2016 it lost its track because, EPS started
to decrease after year 2014. On the other hand, EPS of ABB decreased in year 2013 from 2012 and
increased in year 2014. We can also see that EPS of ABB continuously decreased in year 2015 and 2016
after 2014. ABB had very volatile EPS from year 2012 to 2016. Two things can happen. ABB’s net income
was volatile, or the number of share outstanding was different in those years. Normally this thing happens
because the unstableness of net profit. EPS of City Bank decreased in year 2013 from 2012 and increased
from year 2013 to 2016. That means City Bank was improving its condition. IFIC had very volatile EPS
throughout the year 2012 to 2016. It had so many ups and downs in its EPS. Uttara Bank kept a balance
EPS throughout year 2012 to 2016. It indicates that Uttara Bank is very stable in its earning which is very
good. If EPS increase it means either net income has increased, or the number of share outstanding has
decreased. Overall analysis shows that UCB had very good EPS throughout the year 2012 to 2016
than other four banks. It means UCB keeps good amount net income for its shareholders. Uttara Bank’s
EPS was also very attractive and competitive because it kept a balance EPS for those years.
20 | P a g e
P/E Ratio
• Price Per Share  Earnings Per Share (EPS)
2012 2013 2014 2015 2016

UCB 12.42 times 6.85 times 6.68 times 5.38 times 8.55 times
ABB 15.82 times 17.47 times 15.99 times 11.09 times 11.49 times
City Bank 22.3 times 18.5 times 8.6 times 5 times 6.1 times
IFIC Bank 32.32 times 11.17 times 7.39 times 13.50 times 9.72 times
Uttara Bank 11.21 times 8.64 times 7.46 times 6.04 times 6.45 times
P/R Ratio
35
30
25
20
15
10
5
0
2012 2013 2014 2015 2016
Table & Figure 3.3.5: P/E Ratio
Analysis: Price earnings ratio shows us what the market is willing to pay for a share based on its current
earning. Investors often use this ratio to evaluate what a share’s fair market value should be by predicting
future earnings per share. A higher ratio means higher performance and growth in future. So, investors
are willing to invest in the company. From the ratios we can see that P/R of UCB decreased from year
2012 to 2016. It means market was not willing to pay more based on share’s current income. The reason
could be that time market condition was not good so, market was not willing to pay more. Another reason
could be the dividend policy. Some research shows that there is positive dividend policy has positive effect
on market price of share (Ex. Al Masum Abdullah (2014) shows that dividend policy has positive impact
on market price od share). But in the year 2016 UCB recovered its condition and P/R ratio increased. On
the other hand, ABB had very volatile P/R ration in the period 2012 to 2016. We can see that P/R increased
in year 2013 from 2012 and decreased in year 2014 and 2015 from 2013 and again increased in year 2016
21 | P a g e
from year 2015. P/E ratio of City Bank and Uttara Bank decreased from year 2012 to 2015 and increased
in year 2016. It clearly shows that City Bank and Uttara Bank faced big problem in case of market price
from year 2012 to 2015 but in the year 2016 they have recovered this situation and their P/R ratio
increased. There was lots of ups and downs in IFIC’s P/E ratio. It means IFIC’s market price of share or
earnings was very volatile that’s whys it happened. Overall analysis shows that ABB’s P/R ratio was
quite good than UCB and other three banks throughout the year 2012 to 2016. It means its market
condition was quite good. It means market was willing to pay more for a share of ABB than other four
banks.
Loan to Deposit ratio
• (Total Loan ÷ Total Deposit) × 100
2012 2013 2014 2015 2016

UCB 77.86% 78.03% 77.96% 83.92% 82.69%
ABB 75.51% 85.93% 89% 97.54% 88.80%
City Bank 84.47% 79.10% 94% 96.17% 96.02%
IFIC Bank 83.48% 76.14% 78.83% 83.96% 85.62%
Uttara Bank 60.40% 54.97% 62.57% 59.72% 59.78%
Loan to Deposit Ratio

120.00%
100.00%
80.00%
60.00%
40.00%
20.00%
0.00%
2012 2013 2014 2015 2016
Table & Figure 3.3.6: Loan to Deposit Ratio
22 | P a g e
Analysis: Loan to Deposit ratio is commonly used ratio to measure a banks liquidity. This ratio tells us
by what portion a bank’s deposit is given as loan. High ratio indicates that bank may not have enough
liquidity to cover customers fund requirements. Usually 80 to 90% is the ideal loan to growth ratio. UCB
kept its loan to growth ratio in between 77 to 83%. It means UCB focuses on liquidity safety rather than
earnings from its loan investment. On the other hand, ABB did opposite of UCB in the period 2012 to
2016. ABB’s loan to deposit ratio was in between 75 to 97%. It means ABB focuses on earnings from its
loan investment than liquidity safety. City Bank kept its loan to deposit ratio in between 84 to 96%. It
means in the past few years City Bank focused on earnings rather than safety. IFIC kept its ratio in between
78 to 85% which is moderate and safe. Uttara Bank kept a balance and safe loan to deposit ratio throughout
the years. One thing is noticeable that Uttara Bank mainly focused on safety rather than earnings. If we
consider safety, then UCB and Uttara Bank is better than other three banks and if we consider
earnings then City Bank is better than UCB and other three banks.
Deposit Growth
• {(Current Year Deposit  Previous Year Deposit)  Previous Year Deposit} × 100
2012 2013 2014 2015 2016

UCB 22.26% 8.42% 14.16% 4.64% 16.68%
ABB 20.55% 15.58% 22.46% 7.89% 14.88%
City Bank 12.27% 14.24% 10.45% 21.06% 21.54%
IFIC Bank 26.44% 19.51% 17.45% 13.16% 9.08%
Uttara Bank 17.29% 18.84% 2.41% 7.40% 10.25%
Deposit Growth Ratio

30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
2012 2013 2014 2015 2016
Table & Figure 3.3.7: Deposit Growth Ratio
23 | P a g e
Analysis: Deposit growth ratio shows us in what portion deposit of a bank is increased compare to the
last year. From the ratio we can see that deposit growth ratio of UCB decreased in year 2013 from 2012.
After that it increased in year 2014 and again decreased in 2015 and again increased in 2016. So, UCB
had very unstable deposit growth throughout 2012 to 2016. It may happen for many reasons like unstable
economic condition or unstable interest rate. When people have more ideal money, or the interest rate is
higher banks will get more deposit and the deposit growth rate will be higher. On the other hand, ABB,
City and Uttara Bank had volatile deposit growth ratio throughout the years but IFIC’s deposit growth
ratio decreased from year 2012 to 2016. It indicates that IFIC failed to increase its deposit in those years
which is alarming for the bank because if it has no enough deposit it will not be able to provide more loans
to the customers. If it happens bank will not get enough income. Overall analysis shows us City Bank
had good deposit growth ratio than UCB and other three banks throughout the year 2012 to 2016.
Efficiency Ratio
• (Non-Interest Expenses  Interest Income) × 100
2012 2013 2014 2015 2016

UCB 20.71% 22.92% 29.02% 31.85% 42.02%
ABB 25.91% 24.87% 24.44% 27.04% 31.72%
City Bank 24.60% 26.64% 27.78% 27.96% 28.71%
IFIC Bank 26.07% 23.80% 30.16% 25.92% 30.77%
Uttara Bank 28.74% 24.85% 26.88% 34.55% 43.27%
Efficiency Ratio
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
2012 2013 2014 2015 2016
Table & Figure 3.3.8: Efficiency Ratio
24 | P a g e
Analysis: Efficiency ratio of a bank shows us how much a bank spends compare to its total revenue.
Lower efficiency ratio is always preferable. Low efficiency ratio means a bank is earning more than its
spending. 50% is the maximum optimal efficiency ratio. From the ratios we can see that efficiency ratio
of UCB and City Bank increased from year 2012 to 2016. It means non-interest expenses of UCB and
City Bank is increasing which is not good for UCB and City Bank. It means the amount of earnings of
UCB and City Bank is decreasing. Two things can happen. Either UCB’s and City Banks non-interest
expenses have increased, or their net income decreased. But UCB and City Bank kept their efficiency ratio
under maximum optimal level which is good. On the other hand, efficiency ratio of ABB decreased from
year 2012 to 2014 which was very good but suddenly increased in year 2015 and 2016. ABB also kept its
efficiency ratio under maximum optimal level which is good. IFIC had very unstable efficiency ratio
throughout the years and it was full of ups and downs. But IFIC kept the efficiency ratio under maximum
optimal level. Efficiency ratio of Uttara Bank decreased in year 2013 from year 2012 which is good, but
it again increased from year 2014 to year 2016 which is bad for the bank because it decreased the bank’s
profitability. But the good thing is, it made to keep its efficiency ratio under the optimal level. Overall
analysis shows us that ABB had better efficiency ratio than UCB and other three banks. But every
bank needs to decrease their efficiency ratio to get better profitability.
Non-Performing Loan ratio
• (Total Non-Performing Loan ÷ Total Loan) × 100
2012 2013 2014 2015 2016

UCB 3.69% 4.03% 4.62% 5.23% 8%
ABB 3.24% 3.31% 3.80% 3.10% 5.14%
City Bank 7.83% 8.53% 6.15% 7.85% 6.31%
IFIC Bank 3.69% 3.77% 4.95% 6.46% 5.29%
Uttara Bank 9.12% 8.51% 8.24% 8.58% 8%
25 | P a g e
Non-Performing Loan Ratio

10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2012 2013 2014 2015 2016
Table & Figure 3.3.9: Non-Performing Loan Ratio
Analysis: Non-Performing Loan is a kind of loan on which the borrower has not made his scheduled
payments for at least 90 days. Non-performing loan either in default or very close to being default. Low
non-performing loan ratio is always preferable. From ratios we can see non-performing loan ratio of UCB
was increasing from year 2012 to 2016. In year 2016 it increased by a huge percentage from 2015. That
is very alarming situation for the bank. It indicates that the bank was not very careful about giving loans.
On the other hand, non-performing loan ratio of ABB increased from year 2012 to 2014 and decreased in
year 2015 and again increased by a huge percentage in year 2016. That is also very alarming for the bank.
City Bank and Uttara Bank had very volatile non-performing loan ratio throughout the years. Non-
Performing loan ratio of IFIC increased from year 2012 to year 2015 which was very alarming for the
bank and finally the bank made to decrease the ratio in the year 2016. All the banks should be very careful
about giving loans. Overall analysis shows us that ABB’s non-performing loan ratio was lower than UCB
throughout the years 2012 to 2016. Overall analysis shows us that ABB was in better position than
UCB and other three banks in terms of non-performing loan ratio.
26 | P a g e
(3.4) Recommendations:
If we study the ratio analysis we will find that all five banks have more or less good performance. In some
cases, UCB is better and in some cases other four banks are better. They are all first-generation banks and
they have big group of customers. So, they are trying to perform better. But if we focus on profit and
earnings, then UCB’s performance is better than other four banks. Overall analysis shows us that, UCB
has better performance than other four banks. But in some points UCB needs to work on. So, that they can
improve their performance, maximize shareholders wealth and also can contribute in the economy.
• UCB should work on its non-performing loan because we have seen that its non-performing loan
ratio is increasing year to year. That is very alarming for UCB. To overcome this condition, they
should be very careful when they are going to provide loans. They should also analyze the past
loan record and financial condition of the borrower. If non-performing loan increase then, bank
have to bear huge amount of loss.
• UCB should work on its non-interest expenses or operating expense because we have seen that
non-interest expenses of UCB increasing year to year. If UCB can reduce these expenses, then it
can increase its profitability which is better for the bank and also for its shareholders. Because the
ultimate goal of UCB is to maximize shareholders wealth.
• UCB should focus on deposit growth. Conventional bank like UCB their main job is to collect
deposit from its customers and provide loan to others. From loan it earns interest and that is UCB’s
main way of earnings. So, if UCB cannot increase its deposit it will not be able to provide more
loans to the people and it will not get more earnings.
• Improvement of market price of share and earning per share will attract more customers to invest
in UCB. So, it can collect more capital form the market which will lead to more development of
UCB. So, UCB should focus on these factors.
• From my working experience at UCB, I have come to know that in some places there is no branch
of UCB. So, UCB should open new branches more to capture more customers. As a result, their
deposit will be bigger, and they can give more loans to the customers. More loans mean more
income.
• UCB should provide more loans to the customers to increase its profitability. Its loan to deposit
ratio should be 85 to 90%. So that It don’t have to worry about its liquidity.
27 | P a g e
Chapter 4
Conclusion and Implications
(4.1) Implications:
In this part I have made some recommendations which can take UCB towards progress. Recommendations
are as follows:
Establishment of more ATM booths: UCB needs to establish more ATM booths all around the
Bangladesh. In this era people like to withdraw money from ATM booths rather than branches because
it’s easy and time saving. If there is not enough ATM booth all around Bangladesh people will not be
interested to keep their money in UCB. Bank like DBBL, BRAC they have so many ATM booths all
around Bangladesh. Compare to them UCB has less number of ATM booths. To keep its competitiveness
in the market UCB should establish more ATM booths.
Improvement of internet banking system: In today’s world internet banking is very important for all
banks. Customers can do their banking through online staying at home. UCB also has internet banking
service but it needs to be developed. So that it will be more user friendly.
Establishment of new branches: While working at UCB I have come to know in some areas UCB don’t
have any branches. So UCB should establish new branches where UCB don’t have any branch. As a result,
UCB can capture some new customers and UCB’s deposit will increase.
Improvement of customer service: Customers are the main asset of UCB. UCB’s customer service is
quite good than other banks. But it needs to be developed more so that it can attract more customer.
Recruitment of more new employees: UCB needs to recruit more new employees to provide better
customer service and operate its activities effectively and efficiently.
Increase marketing activities: UCB should focus on its advertisement and marketing activities. So that
people can know about UCB and Its services.
Market research: UCB should do more market research so that it can know what customers want. It will
help UCB to lunch new products as per customers requirement.
28 | P a g e
Increase number of training program: UCB should increase the number of training program provided
to its employees. It will develop employee’s quality.
(4.2) Conclusion:
With cooperation of all division members, I have been able to learn and experience many new things about
banking sector. I have learned many things about agent banking which will help me to do better in future
career. I have also learned about how a division runs and its working process. I am able to handle new and
potential agent who wants to deal with the bank. Working at UCB gave me a clear idea about a bank’s
working process. Also, I have met some high profile and experienced banker who are very renowned in
banking sector. Finally, I concluded that United Commercial Bank (UCB) is a good organization for a
person who wants to build his/her career in banking sector. UCB’s working environment is very good and
employees are friendly and very cooperative. UCB is one of the biggest bank in Bangladesh and it is
getting bigger and bigger because its employees loyalty, commitment, effort and consideration for the
bank.
29 | P a g e
References
• Al Masum Abdullah (2014) “Dividend policy and its impact on share price – A study on
commercial banks listed in Dhaka stock exchange” Global disclosure of economics and business,
Volume 3, No 1.
• Ali Mohammad Bayezid & Chowdhury Tanbir Ahmed (2010) “Effect of dividend on stock
price in emerging stock market: A study on the listed private commercial banks in DSE”
International journal of economics and finance, Volume 2, No. 4, November 2010
• Al-Hasan Md. Abdullah, Md. Ashaduzzaman & Al karim Rashid (2013) “The effect of
dividend policy on share price: An evaluative study” Journal of economics and finance, Volume
1, Issue 4 (Sep.-Oct. 2013), PP 6-11.
• Arshad Zeesan, Arshaad Ali Raza, Yousaf Sohail & Jamil Sulaman (2015) “Determinates of
share price of listed commercial banks in Pakistan” Journal of economics and finance, Volume 6,
Issue 2, Ver. III (Mar.-Apr. 2015), PP 56-64.
• Islam Md. Rashidul, Khan Tahsan Rahman, Choudhury Tonmoy Toufic & Adnan Ashique
Mahmood (2014) “How earning per share (EPS) effects on share price and firm value” European
journal of business and management, Volume 6, No. 17.
• Akhavein (2009) “Determinants of bank profitability in a developing economy: Empirical
evidence from Bangladesh” Journal of business economics and management 10(3), PP 207-217.
• Islam (2015) “Banking sector of Bangladesh: Past, present and challenges ahead”.
• Financial system of Bangladesh: https://www.bb.org.bd/fnansys/bankfi.php
• https://www.thecitybank.com/annual_reports.php
• https://www.ificbank.com.bd/ar_investor_relations.php
• https://www.uttarabank-bd.com/index.php/home/annualreports
• http://www.ucb.com.bd/index.php?page=know-ucb/investor-relations/annual-report
• http://abbl.com/reports/
• Investopedia.com
30 | P a g e
Appendix A
Ratio Calculation:
31 | P a g e
Appendix B
Ratio Calculation:
.………………………………………. The End …………………………………...
32 | P a g e

Independent University, Bangladesh (IUB) : BBA 449A

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BBA

Internship Organization: UCB

Submitted To: Mr. Aynul Hoque

Submitted By: Md. Prayer Protik

8th April 2018

Mr. Aynul Hoque

Independent University, Bangladesh (IUB)

Subject: Submission of a report on “A comparative analysis between five conventional private

Md. Prayer Protik

Chapter Segments Page

(2.1) Job Responsibilities 09-10

(3.1) Analysis of the Industry 12-13

(4.1) Implications 28-29

• Figure 1.1: Hierarchy of UCB’s Officials • Figure 3.3.3: Return on Equity

• Table 1.1: UCB’s Corporate Profile at a • Table 3.3.4: EPS

(1.1) Company Profile:

(1.1.1) UCB’s Corporate Profile at a Glance:

Legal form Public limited company

Head office Bulus center, plot-CWS-(A)-1, road-34 Gulshan

Registered office Bulus center, plot-CWS-(A)-1, road-34 Gulshan

Chairman Mrs. Rukhmila Zaman

Tax consultant Mr. Md. Mosharrof Hossain, Advocate

No. of ATMs 195

Off-shore banking unit 1

Paid up capital 10,541.31 million

Table 1.1: UCB’s Corporate Profile at a Glance

(1.1.2) Hierarchy of UCB’s Officials:

Managing Director (MD)

Additional Managing Director (AMD)

Deputy Managing Direstor (DMD)

Senior Executive Vice President (SEVP)

Executive Vice President (EVP)

Senior Vice President (SVP)

First Vice President (FVP)

Vice President (VP)

First Assistant Vice President (FAVP)

Assistant Vice Presedent (AVP)

Senior Executive Officer (SEO)

Executive Officer (EO)

Junior Officer (JO)

Figure 1.1: Hierarchy of UCB’s Officials

(1.2) Mission, Vision, Objective etc.:

• They put their customers first.

(1.3) Corporate Divisions:

• Agent Banking Division • Credit Risk Management Division

(1.4) Products or Services:

Liability Products Asset Products

• Current deposit account. • Continuous Loan Products:

• UCB NRB savings. • Demand Loan Products:

• UCB imperial savings. 1. Payment against document (PAD).

• UCB student account. 2. Loan against EDF.

• Salary account for corporate bodies. 3. Work order finance.

Non-Funded Products Treasury Products

• Letter of guarantee. • Money Market:

• Inward foreign remittance. • Visa card

Debit Card Products Off-Shore Banking Unit Products

• Visa card • Placement with banks.

• ATM • Securities trading.

Table 1.2: Products or Services

(1.5) Corporate Social Responsibilities (CSR):

• Provide scholarship for poor and brilliant students.

• Donation to different health-care institutions.

Name of the Banks Year of Establishment Asset (2016) Liabilities (2016)