CREDIT MANAGMENT OF UNITED COMMERCIAL BANK LIMITED

7/24/2019 CREDIT MANAGMENT OF UNITED COMMERCIAL BANK LIMITED

1/54

1. INTRODUCTION:

In the present-day, Money is circulating everywhere unimaginably. Financial Institutionsmainly banks play a pivotal role in matching depositors and lenders, channeling money

and making the economy more efficient. Although the history of Banking goes back to

the !th century in "urope, but Banks are now everywhere which play a noteworthy role

in the economy compared to other financial institutions. In Bangladesh, there are different

types of banks speciali#ed for different purposes with different brands and capital

structure and are regulated by the BA$"% standards &to keep a minimum amount of

capital' such as BA$"% II. Banks offer a wide range of products and services to appeal to

different customers and be competitive in the market place. Among the () commercial

banks which operate in Bangladesh, *nited +ommercial Bank %td. has a uniue position

in the minds of clients and regulatory bodies. he +ompany was founded in )( and

operates in more than /! countries worldwide.

1.1. BACKGROUND OF THE REPORT

o complete the BBA program magnificently, each participant is reuired to undergo the

internship program in an organi#ation for three months to acuire practical knowledge of

business activities. o achieve the aforesaid reuirement, I am assigned as an internee in

*nited +ommercial Bank %td &*+B%', 0arwan Ba#ar Branch for ( months starting from

May /1, 2/! and provided with the topic for preparing internship report on 3+redit

Management Analysis of *nited +ommercial Bank %imited4, under the supervision of

5rofessor 6r. Mahbubul 7aue, *niversity of Asia 5acific. his program enables a

student to e8pand analytical skills and scholastic attitude.

1.2. RATIONAL OF THE STUDY

9ow a day, credit risk is a ma:or risk of banking industry. 5rofitability of banks; depends

on this sector. %iuidity is another ma:or issue related to credit risk. "ach and every bank

is now facing liuidity crisis. o reduce liuidity crisis, banks need to handle credit risk

proficiently. Most of the shares of the total revenue of bank come from credit operation

and the e8istence of the bank depends on uality of assets portfolio. $o, efficient

management of credit risk indicates paramount importance. +redit risk is the loss,

associated with degradation in the credit uality of borrowers. In a bank;s portfolio, losses

1


2/54

stems from outright default due to the incapability or unwillingness of the customer or

counter party to meet commitments in relation to leading, trading, settlement and other

financial transaction. Alternatively, losses result from reduction in portfolio value arising

from actual or perceived determination in credit uality. As the credit department plays a

vibrant role in a bank;s overall performance, this department seems to me very

challenging and that is why I have chosen this topic for my internship report and

hopefully this learning will help me to take different credit related decisions in different

stages of my impending profession.

1.3. OBJECTIVE OF THE STUDY

he ob:ectives of the study may be viewed as-


3/54

@hile conducting the study various data were collected from various sources. he

collected data are divided according to their different natures and sources. he study is

done with the help of the following data>

1. 5rimary 6ata.

2. $econdary 6ata.

Co!"#$o% o& P'$()'* D)#)

he primary data are fresh data those are collected for the first time and thus happen to be

original in character. I have used the following techniues to collect primary data>

6irect observation during the internship period of the bank Face to Face Interviews.

5ractical deskwork.

ake e8pert opinion from concerned officials.

D$'!"# o+,!'-)#$o% /'$%0 #! $%#!'%,$ !'$o o& #! +)%: =bservation is the

process of recogni#ing and noticing people;s ob:ects and occurrences rather than asking

for information. Informal observations remove the elements of biasness and effect of

reaction from any study.

F)"! #o &)"! I%#!'-$!: As the field of study was limited within *+B%? I have decided

to collect information by direct face to face interview of some clients and tried to know

their opinion about the service of *+B%.

P')"#$") D!,o': @hen I was working at *+B%, I have worked in different desks.

@hile working in the +ompany I have collected the data which is needed to accomplish

the report.

T)! !!'# o$%$o% &'o( "o%"!'%! o&&$"$),: 6uring my internship period, the officers

not only help to perform my responsibilities as an intern but also provide me much

significant information for my internship report.

Co!"#$o% o& S!"o%)'* )#):

3


4/54

5revious internship reports

Annual eport of *+B%

6ifferent Articles on *+B arious official documents

For preparing my internship report, the multiple linear regression model has been

developed through the analysis of data from 1 banks, C years data of each bank, that

means a total (/ periods data by using the specific $5$$ instruments, version 1./. he

data is collected from the financial statements of fiscal year 2//), 2//, 2/, 2/2, and

2/( of each bank and obtained by the access to websites of the banks.

1.6. LIMITATIONS

=b:ective of the practical orientation program is to ensure practical e8posure for the

students. My tenure was for twelve weeks only, which was somehow not sufficient to

know entirety in details. o prepare my internship report I have faced some limitations

those are mentioned here>

he main constrain of the study was insufficiency of information, which was

reuired for the study. 6ue to some legal obligation and business secrecy banks

are reluctant to provide confidential data.

$ince the bank personnel were too busy, they could not provide enough time to

me.

For this reason, ma8imum of the study limits on the available published data.

=nly a few parts are prepared on the basis of informal interviews of the credit

officers.

%ack of opportunity to visit more than one branch. Absence of reuired published documents.

%ack of e8perience and efficiency to prepare the standard report.

ime constraint was also one of the factors that curtailed the scope of the study.

1.7. STRUCTURE OF THE REPORT:

he report is divided into four main chapters>

4


5/54

+hapter =ne> Introductory 5art includes origin, rational, ob:ectives, methodology,

scope, limitations of the report.

+hapter two> =rgani#ational 5art contains Industry overview, company profile,

5erformance of the bank for five years, 5roducts of *+B, 6epartments and

Findings and ecommendation

+hapter four> +onclusion

2.1. THE BANKING INDUSTRY OF BANGLADESH:

he banking world has been going through vigorous changes. he motion of these

changes has been sustained even after e8periencing the global financial agitation during

the past few years. It is well recogni#ed that there is an urgent need for better-ualified

management and better-trained staff in the dynamic global financial market. Bangladesh

is no e8ception of this leaning. Bank education is a practice-oriented education and

Banking Industry in Bangladesh is facing challenges from different pro:ection though itsprospect is bright in the future.

5


6/54

here are two sectors in the Banking Industry of Bangladesh? $peciali#ed Banks

&$Bs' and +ommercial Banks &+Bs'. he $peciali#ed Banks are those banks that deal

with particular divisions or industry of an economy. here are four $peciali#ed banks in

Bangladesh. For instance, Bangladesh 0rishi Bank &B0B' only does agreement with the

agricultural sector of the economy? Bangladesh $hilpa Bank &B$B' only deals with the

industrial sector of the economy, etc. =n the other hand, +ommercial Banks are

$cheduled Banks that are directing in the country under the rules and regulations of the

+entral Bank. +ommercial banks can be categori#ed as 9ationali#ed +ommercial Banks

&9+Bs'? Foreign +ommercial Banks &F+Bs' and 5rivate +ommercial Banks &5+Bs'.

he financial sector in Bangladesh is operated by four 9+Bs, nine F+Bs and forty 5+Bs.

he Bangladesh Bank &BB' =rder created in )D2, authori#ed Bangladesh Bank

&BB' as the central bank of the country. Bangladesh Bank =rder )D2 and the Banking E

+ompanies Act )) mainly guide the commercial banks in Bangladesh. +ommercial

Banks in Bangladesh are not allowed to do business other than :ust banking. 9ormal

activities include borrowing, raising or taking up of money, lending or advancing of

money with or without security. hey are also authori#ed to issue letters of credit, trade in

precious commodities and buying and selling of foreign goods e8cluding foreign bank

notes. hey are also authori#ed to trade in bills of e8change, promissory notes, coupons,

drafts, debentures, certificates and other instruments approved by Bangladesh Bank &BB'.

Banking companies are reuired to provide safe vaults and are authori#ed to collect

money and securities.

2.1.1. RATIONALI8ING THE BANKING INDUSTRY OF BANGLADESH

9ITHIN PORTERS FIVE FORCES:

T'!)#, o& N! E%#'*:

It is not only incumbent rivals that pose a threat to firms in an industry? the

possibility that new firms may enter the industry also affects competition. here is no

longer e8istence of barriers to enter in banking industry. Bangladesh


7/54

I%#!%,$#* o& Co(!#$#$-! R$-)'*:

he increase of the number of banks within the industry is fast and in any casethere is now a great struggle for banks to create and maintain a good market share.

hough there might be an increase of the number of customers, but that cannot dilute the

fact that there is a tension of competition between the e8isting rivals in the industry.

B)'0)$%$%0 o!' o& B/*!', o' C/,#o(!',:

he people, who receive loans and utili#e the services of a bank, are the buyers or

customers. +ustomers have bargaining power as they have numerous alternatives. Forinstance they can compare the interest rate and go for the banks that offering low interest

rate for certain period. In addition they are free to select any bank;s services.

B)'0)$%$%0 o!' o& S/$!',:

he core business of the banking industry is service; which mainly focuses on

safety of wealth. In banking industry, suppliers are called depositors. 6epositors are those

people who have surplus money and want to earn e8pected income with safety. As

Bangladesh bank usually takes decisions associated with interest rate and banks have to

follow that rules and regulations so the bargaining power of suppliers are low.

T'!)# o& S/+,#$#/#$o%:

In 5orterGs model, substitute products refer to products in other industry that

satisfy the same need of customers offering by banks. Main reuirement of saving money

for the people is to keep it secure for future need and that is why the foremost attraction

towards


8/54

the region of 5rivate $ector Banking through personali#ed service, innovative practices,

dynamic approach and efficient Management.

he Bank has prolonged its arena in different and varied divisions of banking. For

instance, etail Banking, $M" Banking, +orporate Banking, =ff-shore Banking, and

emittance etc. the Bank provides e8port and import loan to deserving aspirants which in

turn helps the overall economy of the country through increased earning of foreign

e8change. =ther consumer products like *+B +ards have been showing tremendous

success and growth since its inception in 2//1 and soon became the leader in local market

with around !//// card holders.

@ith a firm pledge to endorse $M" sector, the Bank is also levying and

monitoring business loans, managing business financing risks, pricing products and

working for further e8pansion of $M". Its +orporate banking service includes simple

business of issuing loans to more intricate matters, such as assisting minimi#e ta8es paid

by overseas subsidiaries, managing changes in foreign e8change rates or working out the

details of financing packages necessary for the construction of a new office, plant or other

facility. Its area of proficiency is in-depth knowledge in financial scrutiny with analyticalcompetence of financing large pro:ect including M< and infrastructure development

pro:ects.

he Bank, aspiring to perform upon a leading role in the economic activities of

the country, is decisively occupied in the advancement of trade, commerce and industry

by investing in network e8tension and new technology adoption to have competitive

advantage.

V$,$o%:

o be the bank of first choice through ma8imi#ing value of our clients, shareholders and

employees and contributing to the national economy with social commitments.

M$,,$o%:

o offer financial solutions that create, manage and increase our clients; wealth while

improving the uality of life in the communities we serve.

Co'! -)/!,:

8


9/54

H @e put customers first.

H @e emphasi#e on professional ethics.

H @e maintain uality at all levels.

H @e believe in being a responsible corporate citi#en.

H @e say what we believe in.

H @e foster participative management.

2.3. BRANCHES OF UCB:

able> 2. > Branches around Bangladesh

D$-$,$o% N)(! U'+)% R/') To#)6haka ! 2( 1!

+hittagong 2C ) !!

a:shahi 1 D

angpur 2 / 2

$ylhet D D !

0hulna 1 D

Barisal /

otal C ()

So/'"!: A%%/) R!o'# o& UCB; 2


10/54

I%#!'!,# I%"o(! 22,))).(1 2,(.)2 C,(C.1( ),1!.(1 1,)1C.(

) I%#!'!,# E!%,!, C,)).1 !,D/C.2 /,2/(.2 C,1(2.)C !,(!.2

/ O!')#$%0 P'o&$#@+!&o'! P'o-$,$o%

D,21.(D C,D12.22 C,)D2.) !,D((.2 (,2C.

N!# P'o&$# +!&o'!

T)

C,D.(2 (,D()./1 C,D2.) (,1(2.1/ ,C!.

2 N!# P'o&$# )!' T) (,/1C.! ,C1.( 2,)!C./ 2,2.!( )(2.)/

( F$! A,,!#, D,)CD.( C,222.D (.2./) ,)11.(C ,(/C.

! To#) A,,!#, 221,(((.( C2,C(.21 !/,2CC.(D !/,D)D.D! 22,/).

C N/(+!' o& +')%"!, () (/ C /D )

1 N/(+!' o&

E(o*!!,

(,!!C (,(D! 2,)2 2,D( 2,C/

D No. o& ATM / DD C! 2

Co,# o& F/% .11 2.!1 ./) ). /.D2

So/'"!: A%%/) R!o'# o& UCB; 2


11/54

2/( 2/2 2/ 2// 2//)

/

2////

!////

1////

////

/////

2////

!////

1////

////

2/////

!,)1.CD/,C(/.C!

(),!!.DC

(,/D/.D

DD,D(/.!/

D!o,$#, @BDT $% ($$o%

F$0/'! 2.1

2/( 2/2 2/ 2// 2//)

/.//

2/,///.//

!/,///.//

1/,///.//

/,///.//

//,///.//

2/,///.//

!/,///.//

1/,///.//

!,11!.1 (1,/D.1C

C,1/1.((

)(,C1/.D/

1,1)2.22

Lo)%, A-)%"!, @BDT $% ($$o%

F$0/'! 2.2

11


12/54

2/( 2/2 2/ 2// 2//)

/.//

,///.//

2,///.//

(,///.//

!,///.//

C,///.//

1,///.//

D,///.//

,///.//

D,21.(D

C,D12.22 C,)D2.)

!,D((.2

(,2C.D

O!')#$%0 P'o&$# @+!&o'! P'o-$,$o% @BDT $% ($$o%

F$0/'! 2.3

12


13/54

2/( 2/2 2/ 2// 2//)

/.//

C/,///.//

//,///.//

C/,///.//

2//,///.//

2C/,///.//

221,(((.(

C2,C(.21

!/,2CC.(D !/,D)D.D!

22,/).)

To#) A,,!#, @BDT $% ($$o%

F$0/'! 2.4

13


14/54

14


15/54

2.5. DEPARTMENTS OF UCBL:

I was appointed as an internee in *+B% 0awran Ba#ar Branch from the date of 2 thMay,

2/! to 2thAugust, 2/! and I have worked there for three months. I worked there in

almost all desks under the supervision of my on field supervisor Md. $hamsul Alam

0han. In branch the desks I had to cover is given below in diagram.

2.5.1. GENERAL BANKING


16/54

C), S!"#$o%

It is the most important department that is contributing to the earning of the bank in termsof goodwill and customer satisfaction with their uality and prompt services. +ash

department of *+B 0awran Ba#ar Branch is well euipped and decorated. here is also

electronic counted machine and computers with online system in this department. Balance

of account can be seen with few seconds. $o cash payment can be made very promptly. It

has two types of services>

+ash eceipt

+ash 5aymentA""o/%# O!%$%0 M)%)0!(!%#

esponsibility of the customer service starts with opening of new account in the name of

new customer. his is the first step of the client bank relationship. he bank associate it;s

customer to avail the facilities provided by the bank by opening an account

ypes of Accounts>

*+B% has several types of deposits for its customers. %ike-

$avings Bank &$B' Account

+urrent 6eposit &+6' Account

$hort erm 6eposit &$6' Account

Fi8ed 6eposit eceipt &F6' Account

A""o/%# B$, )% R!($##)%"!:

9ow a day business person cannot run his business without bank remittance facilities.

$ending some money from one station to another through banking channel is called

remittance. emittance may be both local and foreign. he main instruments used for

local remittance of fund are>

5ay =rder &5='

6emand 6rafts &66'

elegraphic ransfer &'

5ayment in +ash

=utward Bill +ollection &=B+'

Internal Bill +ollection &IB+'

16


17/54

O%?L$%! B)%$%0 O!')#$o%

his department :oins the overall banking system of *+B% into one network. o do its

operation through on-line *+B% uses 5+ BA90 2/// operating system. In this department I

learn how to input different bills of other branch of *+B% and other banks. Moreover, the

process of clearing the cheues through Bangladesh Bank;s +learing 7ouse has been

e8perienced here.

he function of clearing can be divided into two parts>

=utward +learing

Inward +learing2.5.2. FOREIGN ECHANGE DEPARTMENT:

Foreign "8change 6epartment is an important one in *+B% that deals with import, e8port,

and foreign remittance and post import financing. he Bank is purchasing primary security

by giving loan in form of loan against imported merchandise &%IM', and loan against trust

receipt &%'. Bank branch should be Authori#ed 6ealer; with the approval of Bangladesh

Bank to run foreign e8change business. his department is playing an important role in

enhancing e8port earnings, which aids economic growth and, in turn, will be helpful for

economic development. =n the other hand, it also helps to meet those goods and services,

which are more demandable and not adeuate in our country.

Function of Foreign "8change>

%E+ opening %E+

amendment

$anctioning 5A6, %IM, %,5acking credit

Foreign %ocal Bill 5urchase

Foreign +urrency Account

Maintaining Foreign +urrency emitted

he Foreign "8change 6epartment of *+B% is divided into three broad sections>

Foreign "8change Import

Foreign "8change "8port

17


18/54

Foreign emittance

2.6. GENERAL ADVANCE:

he

T!'( Lo)%

erm loan is the non-swiveling loan with fi8ed reimbursement program. his loan is

granted for a particular period and usually reimbursed in euivalent payment either of

18

Lo)% A-)%"!

erm %oan

+ontinuous %oan6emand %oan


19/54

monthly or uarterly. he interest may be paid uarterly or along with the payment. erm

loans are classified into three categories based upon which is defined as follows>

So'#?#!'( o)%: he tenure of this loan is less than one year.

M$ T!'( o)%: he tenure of this loan is between one to five years. his type of loan

is most preferred by both bank and the borrower. his loan is comprises with consumer

credit, Agro credit, Micro +redit etc.

Lo%0 T!'( Lo)%: he tenure of this loan is more than five years. 7ere the fund is

locked up for a long period and hence risk e8posure is higher than other term loans.

Co%#$%/o/, Lo)%

+ontinuous %oans are the swiveling loans having no fi8ed reimbursement program, but

have a termination date and renewable on satisfactory presentation of the customer.

he customers obtain this loan facility continuously for a specific time period and they

can get benefit from the facility at any time within the period. In addition, he can en:oy the

facility as much as he desires within specific ma8imum value and that is why this loan

agreement is also termed as revolving loan. +ontinuous loan is preferred form of loan facility

in the business society. wo most popular continuous loans are as follows>

19


20/54

Continuous Loan

Over Draft (OD) Cash Credit (CC)

Temporary OD CC Hypo CC PledgeSecured OD

). O-!' D') @OD

=ver draft is a loan arrangement between bank and customers by which the

customer can draw money from his account up to a certain limit as approved by the bank.

his loan is usually for one year time and renewable upon maturity.

1. S!"/'! O-!'') @SOD: =verdraft which is normally granted against the

security of tangible assets such as pledgeElien of F6, bonds I+B unit certificate etc.

are called $=6. 6escription of overdraft will depend upon the nature and types of

security charged to the bank.

2. T!(o')'* O-!'') @TO: +ustomers who maintain satisfactory performed

account may be accommodated at their specific reuest to overdraw their balance in

the current account to meet une8pected and urgent reuirements for credit facilities.

he amount up to which overdrawing is permitted is dependent on the need of the

20


21/54

customer, the previous conduct of his account with the bank and the turnover in the

account, average balance maintained etc.

+. C), C'!$# @CC

his is an agreement for congregating the firm;s working capital needs.

1.CC H*o#!")#$o%: In this arrangement the custody of goods &sub:ect matter of the

loan' goes with the client or borrower but the ownership is in bank;s hand. +lient pays

back loan from the sales income by turn. 7ere primary security is the goods purchased

by the sanctioned loan and secondary security may be cash euivalent instrument or

any mortgage property.

2. CC !0!: he tenure and custody of the goods, sub:ect matter of the loan, lies

with the bank. *pon prior payment the client release goods from bank;s custody and sale

accordingly.

D!()% Lo)%

hese are the non-revolving loans which are neither continuous nor fi8ed but have

to be repaid on demand. his loan is repayable by the borrower on demand. hat means

for this loan the borrower is bound to pay back on demand of Bank.

P!',o%) Lo)% @Co%,/(!' C'!$# S"!(!

he purpose of this loan is to grant necessary household enduring to the fi8ed income

group &$ervice 7olders' and other eligible borrowers. +ar loan, loan for house renovation,

21


22/54

vacation loan, marriage loan and loan for household euipment as well as entertainment

products are governed by personal loan program.>

T)+! 2.3:he otal amount of loans along with the duration in which these loans

taken, need to be repaid is given below

ype of

5roduct

%oan Amount &k. In

%ac'

ate of

Interest

enu

re

Ho(! Lo)% *p to / 1.C/J / to

2/ years

Auto %oan 2.// DJ-J C

years

6octors

%oan

C.// DJ C

years

Advance

Against $alary

C.// DJ !

years

ype of

5roduct

Lo)% A(o/%# @T.

I% L)"

R)#! o&

I%#!'!,#

T!%

/'!

Any 5urpose

%oan

/.// DJ !

years

"ducation

%oan

C.// DJ !

years

ravel %oan 2.// DJ (

years

Marriage %oan (.// DJ (

years

7ospitali#ation

%oan

C.// DJ 2

years

22


23/54

SOURCE: ANNUAL REPORT; 2


24/54

received. In that case, letter of regrets would be issued to the customer informing the

reason accordingly.

S#!?5: If clean +IB eport is received, the elationship =fficer originates a formal

+redit 5roposal in prescribed format that should carry the recommendations of the

elationship Manager. After signing by him, it is to be sent to the +orporate Banking

6ivision, 7ead =ffice and a copy to the +redit isk eview 6epartment of +redit isk

Management 6ivision. It is to be mentioned here that for renewal proposal, a certification

of +redit Administration officer is reuired stating the documentation status following

e8isting sanction advice.

S#!?6: +orporate Banking 6ivision, 7ead =ffice after modifying the proposal as

reuired place the proposal along with 7ead of +orporate Banking 6ivision;s

recommendation before the +redit +ommittee. 7ead of +redit isk eview 6epartment

of &+M6' or his authori#ed representative may report his observation in writingEverbally

before the +redit +ommittee. +orporate Banking 6ivision should inform the list of

proposals that are to be placed before the +redit +ommittee at least C&fifteen' hours

before to the +redit isk eview 6epartment of +M6 for smooth functioning of the

committee e8cept the e8ception cases.

S#!?7: +redit +ommittee will e8amine the proposal and if found feasible then

recommend for sanction to the appropriate delegation of credit approval authority with

their remarks. If the proposal is endorsed by the +redit +ommittee, +orporate Banking

6ivision will prepare reuired Memo reducing the weaknessErisk factors and integrating

the suggestionEobservation of the +redit isk eview 6epartment as well as +redit

+ommittee for sanction of the appropriate authority. he modified Memo should be

routed through +redit isk Management 6ivision for further inspection. =n receipt of the

Memo will be shared to the respective +redit =fficer to review, inspect and evaluate in

line with the business plan, risk acceptance criteria of the bank and general credit

standards. +redit =fficer after assessing the credit information, facility structure and risk

factors summari#e his observations with reasons and forward for concurrence of 7ead of

24


25/54

+redit. he 7ead of +redit may contact with the 7ead of +orporate Banking 6ivision for

clarificationErectification on any issues if reuired.

S#!?> Be getting approval from the appropriate approval authority, +orporate Banking

6ivision will send the copy of approval MemoE9ote sheet to +redit isk Management

&+M' 6ivision. +redit isk eview 6epartment of +M issues $anction Advice to the

originating Branch along with a 6ocumentation +heck %ist that clearly spells out what

documentation formalities are reuired to complete before disbursement. +opies of the

$anction Advice are also sent to +orporate Banking 6ivision and +redit Administration

6epartment.

S#!?=: According to +redit isk eview 6epartment of +M sanction advice, sanction

letter is sent to the customer under dual signatures of elationship Manager and +redit

Administration =fficer from the originating Branch

2.6.2. DISBURSEMENT PROCESS

eceipt of written clearance is needed from +redit isk Management of 7ead =ffice

before disbursement of a loan sanctioned by the competent authority. he disbursement

process generally goes through some basic principles. hese are as follows>

S!)')#$o% o& A/#o'$#*

25


26/54

elationship 6epartment and 6isbursement Authority shall be separate from each

other to minimi#e the risk. elationship 6epartment will market the products along with

preparation of credit proposal while +redit Administration 6epartment will deal with

disbursement of approved credit facilities after completing all formalities as mentioned in

the $anction Advice.

Do"/(!%#)#$o% C!" L$,#

@hile issuing $anction Advice to the +orporate 6ivisionEBranch, the +redit

6ivision will enclose there with a 6ocumentation +heck %ist in which documentation

formalities will be specified that to be completed by the +redit Administration *nit of the

disbursing branch before any disbursement to secure the credit facility. 6ocumentation is

obtaining such agreement where all the terms and condition and securities are written and

signed by the borrower. It specifies rights and liabilities of both the banker and the

borrower. In documentation each type of advances reuires a different set of documents. It

also differs with the nature of securities. he documents should be stamped according to

the stamp Act. here are no hard and fast rules of documentation and it varies from bank

to bank.

6emand promissory note> 7ere the borrower promises to pay the loan as and when demand

by bank to repay the loan.

%etter of arrangement.

%etter of continuity.

%etter of hypothecation of goods and capital machinery.

$tock report> his report is used for =6 and ++. In this report, information about the

uality and uantity of goods hypothecated is furnished.

Memorandum of deposit of title deed of property duly signed by the owners of the property

with resolution of Board of 6irectors of the company owning the landed.

5ersonal guarantee of the owners of the property.


27/54

esolution of the board of directors to borrow fund to e8ecute documents and completes

other formalities

Form no. KIIEKIK for filling charges with the register of :oint stock companies under

relevant section.

%etter of evival

%etter of lien for advance against F6.

S$0%$%0 Do"/(!%#)#$o% C!" L$,#

elationship =fficer is responsible for getting the document signed by the

customer and completing other formalities as per checklist. After completion of

documentation formalities as per checklist, the Branch will submit the same to the +redit

isk Administration 6epartment, 7ead =ffice, duly signed by the elationship Manager

&7ead of the Branch' and countersigned by the +redit Administration officer at the Branch

seeking 6isbursement Authority &In case of credit facilities approved by Branch

incumbent within delegated approval authority from Managing 6irector, copy of signed

6ocumentation +heck %ist is to be sent to +A6, 7ead =ffice for information'. It is the

responsibility of the +redit Administration =fficer to verify the proper e8ecution of

documentsEsecurityEcollaterals before countersigning. 7owever, both the signing officerwill be eually accountable for any lapses in documentation.

D!&!'') o& Do"/(!%#)#$o%

9o credit facility is to be released for utili#ation, if reuisite documentation is not

available or proper deferral approvals have not been obtained. If there is any inadeuacy

in documentation as per sanction advice, the elationship Manager shall have to seek

temporary deferralEwaiver stating the reasons and specific time frame. euest of deferral

will only be processed in cases of e8treme need, i.e., all reasonable attempts have been

made to complete the documentation prior to disbursements and have failed only because

of unusual circumstances. $uch temporary deferralEwaiver shall be approved by the 7ead

of +redit isk Management 6ivisionEAdditional Managing 6irector andEor the Managing

6irector depending =9 the issues. 7owever whole responsibility for removal of the

inadeuacy within the stipulated time shall rest with concerned elationship

27


28/54

=fficerEManager and respective +redit isk Administration *nit are responsible for

monitoring deferrals.

D$,+/',!(!%# A/#o'$#*

All the approved credit facilities e8cept the facilities approved under delegated

authority of Branch incumbent shall be disbursed only after having written disbursement

authorityEclearance from the +redit Administration 6epartment, 7ead =ffice. If there is

any inadeuacy in documentation, the +A6 =fficer at Branch level will specifically

mention it in the 6ocumentation +heck %ist E +ertificate of 6ocumentation and concern

elationship ManagerE Branch Manager will mention reason behind the inadeuacy and

asked for temporary deferral with specific time frame along with reasons behind for

deferral. If the reuest is approved by the authority as mentioned in the preceding

paragraph, +redit isk Administration 6epartment will intimate the deferral of

documentation for specific time as approved and will issue disbursement authority to the

elationship ManagerE Branch Manager. 7owever, Branch will not disburse any facility

without proper documentation and if necessary, should obtain deferral approval from

+A6, 7ead =ffice.

F)"$$#$!, A'o-! +* #! H!) o& B')%"

%oan against financial obligation or others under the approval authority of Branch

incumbent, if authori#ed by Managing 6irector, may be disbursed after completion of

documentation formalities and signing of the 6ocumentation +heck %ist by the 7ead of

the Branch and countersigning by the +A6 =fficer of the Branch. %imit will be input in

the system by the +A6 officer independently to control the accounts.

V)/)#$o%

aluation of assets charged to the Bank is a crucial function, as it has a direct

bearing on the amount of loss that the Bank might have to suffer in the event that the

Borrower;s default. he method of valuation employed, has to be appropriate to the nature

28


29/54

of the assets. All valuations must be supported with factual data, in order to ualify the

collateral for credit value? valuator;s estimates without supporting documents are not

acceptable. aluation should be conducted by an enlisted aluator of Bank;s choice.

@here the e8posure is not large, :oint valuation by elationship Manager and another

officer of the bank may be accepted since it will not be cost effective. Apart from

aluators valuation independent valuation by elationship Manager and another =fficer

should also be carried out.

L!0) V!##$%0

Mortgage documents should be properly vetted by the BankGs %egal +ounsel.

7eEshe will also certify that proper documentation, borrowerGs legal standing and

enforcement of securities are in place. Finally, %awyerGs $atisfaction +ertificate shall have

to be obtained regarding documentation where there are securitiesEcollaterals other than

5ersonal


30/54

easily locatable and maintained in good order. An officer who does not handle the file will

have to take written permission from the higher authority to have access to it.

To ()$%#)$% )% )'o'$)#! "'!$# )($%$,#')#$o%; (!),/'!(!%# )% (o%$#o'$%0

'o"!,, UCBL ()$%#)$%, &oo$%0 -)/!,:

he bank has in place a system for the ongoing administration of various credit risk

bearing portfolios. 6edicated independent risk management units like credit risk

management units, credit administration department, credit monitoring ad recovery

department, internal audit division are developed for those purposes. 6edicated

committee at management level has been set up to monitor risk vi#. credit risk

through credit review committee and risk management units.

he bank has in place a system for monitoring the condition of individual credits,

including determining the adeuacy of provision and reserves. For 95% provisioning

and write off the guidelines established be Bangladesh Bank for +IB reporting,

provisioning and write off of bad doubtful debts and suspension of interest are

followed in all cases.

he bank has in place a system for monitoring the overall composition and uality ofthe credit portfolio. All credit e8tensions must comply with the reuirements of the

bank;s memorandum and articles of the association, Bank +ompany Act, )) as

amended from time to time, Bangladesh Bank;s instruction circulars, guidelines and

other applicable laws, rules and regulations, Ban;s credit risk management policy,

credit operational manual and all relevant circulars in force. Any deviation from the

internal policy of the bank must be :ustified and well documented. he portfolio shall

always be well diversified with respect to sector, industry, geographical region,

maturity, si#e, economic purpose etc. +oncentration of credit shall be carefully

avoided to minimi#e risk.

To !%,/'! )!/)#! "o%#'o, o-!' "'!$# '$, UCBL ()$%#)$%, &oo$%0, -)/!,:

30


31/54

*+B% has a system in place for managing problem credits and various other workout

situations. All 95%s are assigned to account manager within the recovery

department, which is responsible for coordination and administering the action plan,

or recover of the account and serve as the primary customer contact after the account

is downgraded to substandard.

*+B% ensures that the credit granting function is being properly managed and that

credit e8posures are within levels consistent with prudential standards and internal

limits. he bank has established and enforced internal controls and other practices to

ensure that e8ceptions to policies, procedures and limits are reported in a timely

manner to the appropriate level of management.

*+B% has established a system of independent, ongoing credit risk review and the

results of such reviews are communicated directly to the board of directors and senior

management.

2.6.3. OVERVIE9 OF RATIO ANALYSIS

atio Analysis is a tool which is used as a way of analy#ing the performance of any

company or organi#ation.. atio analysis determines trends and e8poses strengths or

weaknesses of a firm.

C),,$&$! o)% #o #o#) o)% o'#&o$o:

Any bank loan that is in danger of default is the classified loan. +lassified loans have

unpaid interest and principal outstanding, and it is unclear whether the bank will be

able to recover the loan proceeds from the borrower. his ratio indicates the

percentage of classified loan of a bank has. he formula is>

Classified LoanTotal Loan Portfolio

100

P'o-$,$o%, &o' No%?P!'&o'($%0 Lo)%, #o No% P!'&o'($%0 Lo)%,:

31


32/54

A non-performing loan is a loan in which the debtor has not made his or her

scheduled payments for at least )/ days. 7owever, this can depend on

the contract terms. A nonperforming loan is either in default or close to being in

default. he ratio shows the e8tent to which non-performing loans are already

covered by provisions.

Provisions for NPLs

NPLs 100

I%#!'!,# I%"o(! #o To#) I%"o(!:

9et interest income is the difference between interest received from assets and

interest paid on liabilities. his ratio measures the percentage of interest income that

covers to total income.

Interest Income

Total Income 100

To#) Lo)% #o To#) A,,!#,

his ratio shows the percentage of loan and advance which the bank has in Assets.

Total Loan

Total Assets100

R!#/'% o% !/$#* @ROE

eturn on euity &="' is a measure of profitability ratio that calculates how many

taka of profit a company generates with each taka of shareholdersG euity. he eturn

on "uity of a company measures the ability of the management of the company to

generate adeuate returns for the capital invested by the owners of a company.

32


33/54

Net Profit afterTaxation

Equity 100

R!#/'% o% A,,!#, @ROA

he eturn on Assets of a company determines its ability to utili#e the assets

employed in that company efficiently and effectively to earn a good return. eturn on

assets measures the amount of profit that the company generates as a percentage of

the value of its total assets. A companyGs return on assets &=A' is calculated as the

ratio of its net income in a given period to the total value of its assets.

Ne t Profit afterTaxation

Total Assets 100

D!o,$#, #o E/$#* R)#$o

he ratio shows the relationship between total deposits in a bank to the total

shareholders euity.

Total Deposits

Shareholder ' s Equity100

33


34/54

2.6.4. ANALYSIS AND COMPARISON OF FINANCIAL RATIOS OF UCBL

9ITH OTHER BANKS:

T)+! 2.4: C),,$&$! o)% #o #o#) o)% o'#&o$o:

*nited

+om

merci

al

Bank

he

+ity

Bank

%td

Bank

Asia

Brac

Bank

2//) 2.1(J !.DJ .C1J 1./!J

2// .2/J !.!J .12J C.1)J

2/ .D)J (.!!J 2.D/J C.(J

2/2 (.1)J D.CJ C.12J 1.1)J 2/( !./2J D.)J C.!CJ 1.(1J

34


35/54

2


36/54

J J J J

2/( (C.!D

J

!/.1/

J

C2.(/

J

(C./

J

2


37/54

T)+! 2.6 :To#) Lo)% #o To#) A,,!#,

*nite

d

+ommerci

al

Bank

he

+ityBank

%td

Bank

Asia

Brac

Bank

2//) 1.

J

C1.D

J

D(.2

J

1D./

J

2// D2./

J

11.D1

J

DC.C

J

D/.C/

J

2/ 1.!D

J

11.2

J

D/.C!

J

1).D

J

2/2 1C.11

J

1(.1!

J

11.!

J

1(.2!

J

2/( 1C.)/

J

1.C

J

1C.()

J

1!.!/

J

2


38/54

ratio is in an acceptable level. In addition, in 2/( this ratio was 1C.)/J which

was higher than the other three private banks.

T)+! 2.7: I%#!'!,# I%"o(! #o To#) I%"o(!

*nite

d

+om

merci

al

Bank

he

+ity

Bank

%td

Bank

Asia

Brac

Bank

2//) D!1.1

(J

D/.!

!J

!D/.D

(J

1D/./

1J

2// !(!.(

DJ

(D).C

!J

!(!.(

1J

C(.)

)J

2/ C2.2

!J

!C.)

2J

CC.!

J

D./

1J

2/2 (!!.

!J

C1!.

((J

1(!.

/)J

2C/!.

DJ

2/( D!).C

!J

2D(!.

)DJ

/1.

2!J

()D.

(DJ


39/54

2


40/54

2// !.!1

J C.D)J

2.2(

J .)CJ

2/ .D(J !.1DJ D.CCJ /.2J

2/2

).(J C.2J .!J

2.

J 2/( )./2J C.J ).J ).D(J

2


41/54

T)+! 2.=: R!#/'% o% A,,!#, @ROA

*nite

d

+ommerci

al

Bank

he

+ityBank

%td

Bank

Asia

Brac

Bank

2//) ./(J .2(J 2.J .C1J

2// .1J 2.2J 2.22J .CCJ

2/ .!DJ .)CJ .D2J .(1J

2/2 /.!J /.12J /.D/J /.(CJ

2/( .!J /.1J /.)1J /.D2J

2


42/54

than the other three banks but in 2/2 and 2/( it has higher =A than others.

7owever the percentages were not that much changed than previous years.

T)+! 2.1


43/54

2


44/54

$@= analysis refers to analysis of strengths, weaknesses, opportunities and

threats of an organi#ation. his facilitates the organi#ation to make its future

performance improved in comparison to its competitors. An organi#ation can also

study its current position through $@= analysis. For all of these, $@=analysis is considered as an important tool for making changes in the strategic

management of an organi#ation.

2.7.1. STRENGTHS OF UCBL:

S#'o%0 "o'o')#! $!%#$#*

According to the customers, *+B% is the leading provider of financial services

identity worldwide. @ith its strong corporate image and identity, it has better

positioned itself in the minds of the customers. his image has helped *+B% grab

the personal banking sector of Bangladesh very rapidly.

Yo/%0 !%#/,$),#$" o'&o'"!

$election recruitment in *+B% emphasi#es on having the skilled graduates

postgraduates who have little or no previous work e8perience. he logic behind is

that *+B% wants to avoid the problem of Ggarbage in garbage outG and this type

of young fresh workforce stimulates the whole working environment of *+B%.

E(o!'! 9o' &o'"!

he human resource of *+B% is e8tremely well thought perfectly managed. As

from the very first, the top management believed in empowering employees,

where they refused to put their finger in every part of the pie. his empowered

environment makes *+B% a better place for the employees. he employees are

not suffocated with authority but are able to grow as the organi#ation matures.

S#'o%0 F$%)%"$) Po,$#$o%

It has been seen that the net profit has been gradually rising over the years.

Furthermore, return on asset is also dynamic. hat means profitability of this bank

is high. *+B% is not :ust sitting on its previous year;s success, but also taking

initiatives to improve.

H$0 B')%" N!#o'

In Bangladesh, he bank has () branches to provide services to the people. All

these branches are located in such places where customers feel comfortable and


45/54

safe to make their transactions. his creates a positive image in the minds of the

potential customers and many people get attracted to the bank.

I%#!')"#$-! Co'o')#! C/#/'!

*+B% has an interactive corporate culture. he working environment of *+B% isvery friendly, interactive and informal. And, there are no hidden barriers or

boundaries while communicate between the superior and the employees. his

corporate culture works as a great motivation factor among the employees of the

bank.

D$,#$%"# o!')#$%0 'o"!/'!,

epayment capacity as assessed by *+B% of individual client helps to decide how

much one can borrow. As the whole lending process is based on a clientGs

repayment capacity, the recovery rate of *+B% is close to //J. his provides

*+B% financial stability gears up to be remaining in the business for the long

run.

Co(!#$#$-! '$"$%0

5rice of products those are offered by *+B% is reasonable. Interest rates both on

deposit schemes and credit schemes are comparatively similar to other

commercial banks.

Lo S#)&& T/'%o-!'

$taff turnover is low in *+B% because of its popularity and also for friendly

corporate culture.

2.7.2. 9EAKNESSES OF UCBL:

C!%#')$>)#$o% D!"$,$o%:

For making decision on different silly issues *+B% is fully dependent on

corporate branch. 6ecision making process is not decentrali#e which a great

weakness for a renowned bank like *+B%.

L)" o& P'o(o#$o%) A"#$-$#$!,:

%ike other commercial banks, *+B% doesn;t promotion itself and its product

attractively. +urrently it has introduced new $M" products i.e. *+B Bikash, *+B

6isha, *+B M=hati, *+B 9istha, *+B =dammaya, *+B *ddom, *+B

*nmesh, *+B $re:on and also involved in +orporate social responsibilities in


46/54

seven crucial areas i.e. sports, education, health, disaster management, art

culture, environment and socio-economic development which are not known to all

as absence of proper promotion.

I%,/&&$"$!%# ATM Boo#,:

hough *+B has successfully created a brand image in the mind of people of the

whole country, it should try to deliver best services to its customers. *+B does not

have sufficient amount of AM Booths which works properly. For "8ample, In

0arwanba#ar, which is one of the renowned commercial areas, *+B has only two

AM Booths in which one booth does not work. his scenario is same in other

areas which more or less creates a negative impression on its potential customers.

No# !%o/0 $%%o-)#$-! 'o/"#,

+urrently *+B% is offering similar products to its customers but in order to be

more competitive in the market, it should come up with more new attractive and

innovative products. his is one of the weaknesses that *+B% is currently passing

through.

O/#)#! So)'! )% H)')'! )# UCBL @ K)')%+)>)':

$ome of the 5+s in this branch have very outdated hardware which is very slow

and affects the customers and hence the performance of the bank as a whole. he

windows software are also outdatedL @indows 2//(, K5 and even also @indows

)C which prevent smooth operations.

2.7.3. OPPORTUNITIES OF UCB:

I('o-! I%&o'()#$o% Co((/%$")#$o% T!"%oo0* @ICT:

he management has updated the operational software and has replaced it with

obust +ore Banking software &+B$' one system for all branches i.e. online

service. *+B has opened / new Branches and e8pected to open more branches

where Information echnology &I' 6ivision has implemented modem I+

infrastructure and also 2/ new AM booths where I 6ivision has migrated AM

$witching software which will ensure more secured operation of 6ebt +ards along

with more facilities in near future. I%#'o/"$%0 ,!"$) "o'o')#! ,"!(!:


47/54

*+B% has introduced special corporate schemes for the corporate customers or

officers who have an income level higher from the service holders. At the same

time, it has also introduced schemes or loans for various service holders and the

schemes are separated according to the professions, such as doctors loan. P'o/"# $%! 'o$&!')#$o%:

*+B% has e8panded its product line to enhance its sustainable competitive

advantage i.e. Mobile Banking $ervice under the brand name 3*+ash4 on 2(

9ovember, 2/(.

H$0 S)-$%0 R)#! @K)')%+)>)'

As I have observed, number of savings account F6 in this branch is very high

through which it can be implied that this bank can invest more in different areaswhich is definitely an opportunity of *+B.

N! !%!)-o', $% 2


48/54

remain vigilant about this problem so that proactive strategies are taken to

minimi#e this problem.

3. FINDINGS:

@hile working at *nited +ommercial Bank, Bashundhara Branch, I have attainted

to the newer kind of e8perience. After the collecting and analy#ing of data I have got

some findings. hose findings are completely from my personal point of view. hose

are>

Branch Manager +onscious efforts to achieve the targets and knows how to

motivate employees and how to represent the Bank well in the local community.

he employees of the bank are young, energetic, co-operative and friendly. heir

dealings with the clients are co-operative and friendly which create positive

perception about the bank in the clients mind.

he credit analysts have a strong background in accounting financial statement

analysis, business law and economics along with good negotiating skills. his

lessens the possibility of bad debt.

here is no provision of trend analysis in the e8isting proposal format of *+B.

rend analysis has to be included. Because trend analysis is an analysis of a firm;s

financial ratios over time used to determine the improvement or deteriorate in its

financial situation. rend analysis provides information about whether the firm;s

financial position is more likely to improve or deteriorate in the future. rendanalysis is done by changing the percentage and comparing the current year with

the previous years. *+B, at present does not do trend analysis. herefore to

understand the improvement or deterioration of the financial condition *+B

should introduce trend analysis.

he loans and deposits of this bank are rising at an impressive rate.

he working environment of the office is very nice.

he bank provided online banking in all branches .he operations of the Bank are

computer oriented to ensure prompt and efficient services to the customers. In *+B%, customers can open 65$ within the first ten days of a month.


49/54

he web-site of *+B% is not updated. =nly a few amount of information are

given.

*nited +ommercial Bank %imited should properly advertise and +ommunicate to

public about the services provided by it. $o that, more customers will be attracted.

+redit scoring is the way to find out how much cash will be generated by the firm.

here are two kinds of credit score> one is L score and the other is N L score. L

score should be applied to the manufacturing companies and N-score should be

applied to all trading companies. In *+B, the 7ead =ffice does the credit scoring.

If credit scoring is done in branch then the financial analysis will be more reliable

and transparent.

In view of the potential *+B is focusing on e8pansion of etail %oansEconsumer

+redit during last couple of years. he growth rate of business has rapidlyincreasing. A number of products were developed and e8isting products were re-

launched with better pricing structure and repayment period, which have received

good response. In order to give easy access to products and to give best possible

services at the doorstep of e8isting and potential customers, the Bank introduced

direct selling services. he ob:ective of the facilities is to increase the buying

power of the middle class people, which ultimately leads to increasing the

standard of living of the people of Bangladesh.


50/54

4. RECOMMENDATION:

In credit management, it is conventional that proposals of credit facilities must be

supported by a complete analysis of the proposed credit. More importance should be

given on refund of loans out of funds generated by the borrower from their business

activities instead of reali#ation of money by disposing of the securities held against

the advances, which is very much uncertain in present conte8t of Bangladesh where a

large numbers of creditors are willful borrowers because of default credit culture.

he credit officer of the branch who deals with respective credit disbursement

should accurately measure the risk associated with the credit facilities. 7e should

properly evaluate the viability of the pro:ect as well as choose the proper client for

credit facility. he credit analysis should covers the selection of right borrowers,

credit purposes, viability of the pro:ect, loan repayment capacity, right and secured

collateral, proper documentation etc. he Branch should improve the file management

system to faster the dealings with the clients; proposal.

*+B% 0awran Ba#ar branch is one of the very busy branches of *+B%. But

the space of that branch is too short to do its activities properly. $o I think it

should enlarge the branch space to accomplish its work effectively.

*sing the five-force model the client must be appraised to identify types of

competition it would face and how strong each of the competitive forces are on

the business of the client where the following things must be highlighted.

he rivalry among the competitor.

he potential entry of new competitors in terms of economies of scale,

technological know-how, "8perience curve effect, resources reuirements, access

to the distribution network.

Bargaining power of the buyer.

$uppliers; influences and bargaining power over the business of the client.

5otentiality of the substitute products.


51/54

5roduct +omparison should be done between competitors in terms of

+haracteristic, 5rice, 5ackaging, Ingredients, and *niue $elling 5roposition &in

case of service analysis'.

he management of *+B may invest in interest sensitive asset by taking depositof short term and lend for long to reduce maturity gap between its interest rate

sensitive assets and interest rate sensitive liabilities.

5roper communication regarding the products and services of the bank should be

enforced. As a result confusions will be minimi#ed and customer satisfaction will

enhance.

*+B should actively manage the complaints of various customers and encourage

customers to give feedback about the services. he management should collectdocument complaints, use that information to identify dissatisfied customers,

correct individual problems where possible and identify common service failure

points. esearch showed that this strategy would radically improve the overall

customer satisfaction.

he Bank should focus more on e8isting customers in order to build strong and

loyal relationship with them as most satisfied customers recommends the bank to

friends and relatives. hus the power of relationship will foster positive @ord of

Mouth +ommunication and will attract new customers at a lower cost.

"mployee training and workshops should be administered in order to give them

knowledge and professionalism in customer interactions. @ith a more professional

base, employees can better satisfy the customers. hey should be taught about

how to deal with problem customers and problematic situations.

he scope of credit diversification is limited due to shortage of specialist

manpower in relevant fields. It is recommended that the *+B authorities consider

the deployment of technical manpower in various fields, particularly in the fields

of computer software, diagnostic centers etc. in order to diversify the credit areas

and increase the credit volume of *+B.

CONCLUSION:


52/54

5rivate commercial banks are playing a vital role in the development of our

economy.


53/54

1. 6r. 0han, A.. &2//(' 3Bank Fund Management4, Cth"dition, 5uni raders.

2. Foster, he 6ryden 5ress.

=. Madura, O. &2//'. Finencial Market and Institution. *$A> homson $outh-

@estern.

1


54/54

!anaging Director (!D)

Deputy !anaging Director (D!D)

"#ecutive $ice President ("$P)

Senior $ice President (S$P)

%irst $ice President (%$P)

$ice President ($P)

%irst &ssistance $ice President (%&$P)

&ssistance $ice President (&$P)

Senior "#ecutive O'cer (S"O)

"#ecutive O'cer ("O)

Senior O'cer

!anagement Trainee O'cer

O'cer

unior o'cer

CREDIT MANAGMENT OF UNITED COMMERCIAL BANK LIMITED

Documents

Transcript of CREDIT MANAGMENT OF UNITED COMMERCIAL BANK LIMITED