annual

report
2020
Table of

cont
ABOUT US
Letter of Transmittal 06
Disclaimer 07
Vision 08
Mission 09
Values 09
Statement Regarding Forward Looking Approach 10
NRB Bank At a Glance 11
Company Milestones 12

CORPORATE GOVERNANCE
From the office of the Chairman 16
Managing Director & CEO’s Roundup 20
Board of Directors’ Profile 26
Sponsors & Shareholders 36
Board Committees 41
Senior Management Team 44
Directors’ Report 46
Report of the Audit Committee of the Board 54
CEO/CFO’s Declaration to the Board 56
Certificate on Compliance on the Corporate Governance Code 57
Corporate Governance Report 58
Chief Risk Officer’s Report on Risk Management 88
Disclosures on Risk Based Capital (Basel-III) 97
Credit Rating Report 117

STAKEHOLDERS’ INFORMATION
Financial Highlights 120
Five-Year Progression Of NRB Bank 121
Statement of Value Added and its Distribution 123
Economic Impact Report 124
ents
FINANCIAL STATEMENTS
Independent Auditors’ Report to the Shareholders 128
Balance Sheet 130
Profit and Loss Account 132
Cash Flow Statement 133
Statement of Changes in Equity 134
Liquidity Statement 135
Notes to the Financial Statements 136

OTHER INFORMATION
Sustainable Finance 192
Brand and Communications 197
Product and Services 198
Information Technology @ NRB Bank 201
Correspondent Banking 203
Key Activities 2020 204
Branch Network 209
ATM Network 211
 04
a n n u a l r e p o r t 2020
NRB Bank Limited
05
 Letter of
Transmittal
To

All Shareholders of NRB Bank Limited

Bangladesh Bank
Bangladesh Securities & Exchange Commission
Registrar of Joint Stock Companies & Firms

Dear Sir/Madam,
Annual Report of NRB Bank Limited for the year ended 31st December 2020
We are pleased to enclose a copy of the Annual Report along with the Audited Financial Statements and
Balance Sheet as at 31st December 2020, Profit and Loss Account, Cash Flow Statement, Statement of
Changes in Equity, Liquidity Statement for the year ended 31st December 2020 together with notes thereon of
NRB Bank Limited for your kind information and record.
Thank you.
Sincerely

Md. Hasanul Haque

Company Secretary
a n n u a l r e p o r t 2020

06
Disclaimer
This Annual Report 2020 contains audited financial statements of the Bank
along with other financial disclosures. Some parts particularly the financial
statements of the Bank are audited which are presented in page from 127 to
189. Review of business and financial analysis presented in the Directors Report
sections are based on audited financials as well as management information
mostly unaudited unless otherwise specified. The Bank while recognizing
financial transactions and presenting financial statements followed by relevant
International Financial Reporting Standards (IFRS) except in some cases where
the Bangladesh Bank instructed banks to follow their prescribed guidelines.
However, if there grew any confusion, the Bank followed instructions of
Bangladesh Bank being the prime regulator for banking companies.

Business ‘outlook’ and management estimates and assumptions in recognizing certain competition of the banking sector becomes
financial transactions presented in different parts of this Annual Report can be no risky to face the challenge to meet required
assurance that actual outcomes will turn up to the tune of these projections. Some of the ROI. Corporate tax burden hinders to meet
factors that may cause projected outcomes differ from the actual ones can be put forth, the expected EPS of Shareholders.
which are not comprehensive as well:
‹ Rising capital requirement: Basel III might
‹ Changes in macroeconomic outlook: The World Bank has forecast that Bangladesh’s Gross cause internationally active banks to
Domestic Product (GDP) will increase by 3.6% in 2020-2021 fiscal year, due to better than maintain more capital and follow more
expected remittance inflows. It also forecast that the country’s GDP growth will be at 5.1% and stringent rules. The Bank while doing trade
6.2% in 2021-22 and 2022-23 FYs respectively. The prospects of economic rebound is firming finance with those banks might have to
up after being heavily jolted by COVID 19 pandemic. Even though the growth may be uneven follow more stringent rules. In addition to
and economic activity may be well below per, as many businesses need to make up for lost that, Bangladesh Bank (BB) has decided
revenue and millions of workers. to level up paid-up capital for all banks,
‹ General business and political uncertainties: Negative impact of political deadlock, associated pulling it to Tk 500 crore by 2021
risks in business environment, price spiral, declining demand for bank finance, environmental ‹ Climate change and natural calamities:
erosion, etc may erode the bank’s earning substantially. In the absence of political agreement Bangladesh as one of the vulnerable
and stability, success in business is hard to achieve. countries to climate change effects and
‹ Changes in Government and regulatory policy: Amendment of Bank Company Act 1991 and natural disaster lies on an alarming
impact of such changes on banking business, underperformance of tax revenue by NBR, geographical location and risks
increased borrowing by government from banks, central bank directives for charging lower on considerable loss in agricultural sector
banks’ fees earnings, discontinuation of guidelines related to provisioning and rescheduling and accounting for a significant portion of GDP.
others. ‹ Fraud or financial crime: Increasing
‹ Deterioration in borrowers’ credit quality: Risk of deterioration of credit quality of borrowers is frauds and financial crimes in the banking
inherent in banking business. This could be driven by political unrest, economic slowdown and industry is denting industry confidence.
supply side disruption. Abrupt changes in the import pricing may affect the commodity sectors. The incidence is a direct outcome of
Banks are under obligation to maintaining provision against potential credit loss. weak corporate governance, control
loopholes and IT inefficiencies. NRB Bank
‹ Power crisis and immature infrastructure: Stumbling block of adequate infrastructure, storage is all vigilant to prevent such untoward
of sufficient supply of power to production facilities, political turmoil, soaring of cost of surviving incident by virtue of strong and effective
businesses may push to cause slower growth of manufacturing and industrial activities. control system, high ethical practices,
good corporate governance and risk
‹ Challenges in managing business: Excess liquidity has burdened the Banking Industry in management mechanism. However, the
Bangladesh due to lower demand of credit for private sector. Govt. borrowing sometimes Bank cannot rule out any such surprise
distorts the business plan of the banking sector in Bangladesh to maintain the liquidity as the industry closely intertwined with
management. There is little doubt that the banking sector in Bangladesh is going to face a sophisticated financial relationships.
difficult period in 2021 due to the continuing impact of the coronavirus outbreak. Unhealthy

NRB Bank Limited

07
 Vision
To be the leading dedicated financial
institution for NRBs to invest in
Bangladesh and for Bangladeshi
individuals and corporates to access
international markets.
a n n u a l r e p o r t 2020

08
Mission
NRB Bank aims to be the preferred provider of targeted financial services as a
conduit for investment to and from Bangladesh for our Bangladeshi communities
both domestically and internationally, to accelerate the industrialisation of
Bangladesh.

We will strengthen these relationships by providing the right solutions that combine
professionalism, expertise and financial strenght.

Values
We are trusted financial advisors; valuing our local roots and remaining
dedicated to our global presence by being different than any other banks.

D DYNAMIC We strive to change and perform to

progress

I INNOVATIVE We foster ideas through finding

better ways to improve
G GLOBAL We empower to create competitive
edge to set international standard
I INTEGRITY We govern by the principles of
ethics and transparency

T TECHNOCENTRIC We step ahead of technological

advancement

NRB Bank Limited

09
 Statement Regarding
Forward Looking Approach
The Annual Report contains some forward looking statements regarding the business
environment and its likely effect in the financial conditions of the bank. We wish
to caution you that these statements are based on management’s expectations,
estimates, projections and assumptions. Words such as “expects,” “anticipates,”
“plans,” “believes,” “scheduled,” “estimates” and variations of these words and
similar expressions are intended to identify forward-looking statements, which include
but are not limited to projections of revenues, earnings, cash flows. These statements
are not guarantees of future performance and involve certain risks and uncertainties,
which are difficult to predict. Therefore, actual future results and trends may differ
materially from what is forecast in forward-looking statements due to a variety of
factors, which are:
‹ Changes in the general economic condition resulting from natural calamities and political
disturbances;
‹ Changes in monetary & fiscal policy budget;
‹ The effect of changes to our credit rating;
‹ Amendments to, and interpretations of, risk-based capital guidelines and reporting instructions;
‹ The risk that the Bank’s risk management models may not take into account all relevant factors;
‹ Changing customer demand or preferences for business, including the effects of economic
conditions on the business;
‹ Changes in government policy issues;
‹ Increase in Tax, VAT on banking services;
‹ Increase in CRR and SLR of the banks;
‹ Lending rates to finance essential items;
‹ Provisioning requirement would change the ROA and ROE;
‹ Volatility in interest rates and currency values;
‹ Volatility in capital market arising from speculations;
‹ Changes in international prices of essential which is putting pressure on foreign exchange
market resulting in volatility in the Foreign Exchange market;
‹ International embargo on certain countries is likely to affect remittances and trade;
‹ The accuracy and completeness of information of the Bank receives on customers and
counterparties;
‹ The Bank’s ability to expand existing distribution channels and to develop and realize revenues
from new distribution channels;
‹ Compliance issues raised by the international forums which are likely to affect the export
growth.
‹ The preceding list of important factors is not exhaustive. When relying on forward looking
statements to make decisions with respect to the Bank and its securities, investors and others
should carefully consider the preceding factors, other uncertainties and potential events. The
a n n u a l r e p o r t 2020

Bank does not undertake to update any forward looking statements, whether written or oral,
that may be made from time to time by or on its behalf.

10
NRB Bank
At a Glance
Name of the Company Authorized Capital Chairman
NRB Bank Limited BDT 10,000 million Mr. Mohammed Mahtabur Rahman
Vice Chairman
Legal Form Paid-up Capital
Mr. Tateyama Kabir
Public Limited Company BDT 4665.60 million
Mr. Mohammed Jamil Iqbal
Registered Office
Uday Sanz, Plot # 2/B, Road # 134, Total Capital (Tier-i & ii) Managing Director & CEO
Block- SE (A), Gulshan South Avenue BDT 6013 million Mr. Mamoon Mahmood Shah
Gulshan-1, Dhaka-1212, Bangladesh.
Date of Incorporation Total Asset
19 March 2013 BDT 55,363 million Deputy Managing Director
Mr. Md. Abdul Wadud
Formal Inauguration Statutory Reserves Mr. Md. Shakir Amin Chowdhury
04 August 2013 BDT 661 million
Company Registration No. Capital Adequacy Chief Risk Officer (Acting)
C-108030/13 16.07% Mr. Mohammed Shaukat Ali
Bangladesh Bank Permission No.
Earnings Per Share Chief Financial Officer
BRPD (P-3)745(61)/2013-1932
BDT 1.44 Mr Md. Kamrul Hasan
April 25, 2013
Delivery Channels
‹ No. of Branches-47
‹ No. of Agent Outlets- 320
‹ No. of ATMs-47
‹ Real-time Online Banking Net Asset Value Per Share Company Secretary
‹ Internet Banking BDT 12.44 Mr. Md. Hasanul Haque
‹ SMS/Alert Banking
‹ Debit/Credit Card with Global Access
‹ Shared Network across the Country
‹ NRB Click App
Credit Rating Tax Consultant
Accounting Year-end
Short Term : ST-2 M/s. K. M. Hasan & Co.
December 31
Long Term : A
Auditors
Total Manpower Credit Rating Agency
M/s. Hoda Vasi Choudhury & Co., Chartered
Employee: 623 Emerging Credit Rating Ltd.
Accountants
Email Contact Centre SWIFT Code
[email protected] (+88) 09666456000, 16568 NRBDBDDH
Website
www.nrbbankbd.com

NRB Bank Limited

11
 Company
Milestones
2013 2014

07 February 23 March 15 June

Bangladesh bank issued no objection Certificate Launched arrays of retail Banking Products Inaugurated it’s Moulovibazar Branch
for registration with RJSC as Banking Company 25 March
Inaugurated 1st offsite ATM at Dhanmondi 10 August
19 March Inaugurated it’s Satkania Branch
Issued Certificate of Incorporation and 22 June
RJSC Certificate for Commencement of Business Held 1st Annual General Meeting 08 September
Celebrates 1st Anniversary at Pan Pacific Launched it’s VISA Platinum Credit Card
09 April Sonargaon Hotel
Held 1st Board Meeting 21 December
23 June Inaugurated it’s Atibazar Branch
18 April Launched it’s eBanking
BSEC Issued Letter of Consent for raising of Launched it’s Call Centre 2016
paid-up capital
14 August 24 January
25 April Inaugurated it’s Ashulia Branch Inaugurated it’s Chawkbazar Branch
Received Banking License from Bangladesh Inaugurated it’s Hotapara Branch
Bank 08 February
16 August Launched Home Loan
30 April Launched it’s SME Banking Launched My Study Loan
Gazetted as Schedule Bank in Bangladesh
18 August 10 May
28 May Inaugurated it’s Bogra Branch Inaugurated it’s Zazira Branch
Officially Launched at Pan Pacific Sonargoan
Hotel 31 August 26 June
Launched it’s VISA EMV Debit Card Held 3nd Annual General Meeting
01 August
Bangladesh bank Isssed 1st Branch License 01 November 29 August
Lanched it’s VISA Credit Card Inaugurated it’s Khulna Branch
04 August
Inaugurated it’s Main Branch 10 December 30 October
Inaugurated it’s Uttara Branch Gulshan Branch shifted to new location
14 September Principal Branch shifted to new location
Held Statutory meeting 28 December
Inaugurated it’s Gulshan Branch Inaugurated it’s Panchdona Branch 28 December
Held 2rd Extra Ordinary General Meeting
16 September 2015
Inaugurated it’s Sylhet Main Branch 2017
26 February
28 December Inaugurated it’s GEC Moor Branch 02 January
Inaugurated it’s Chittagong Main Branch Inaugurated it’s Sylhet Main Branch
Inaugurated it’s Joypara Branch 12 April
Inaugurated it’s Dilkusha Branch 22 January
Inaugurated it’s Pallabazar Branch
a n n u a l r e p o r t 2020

14 June
Held 1st Extraordinary General Meeting
Held 2nd Annual General Meeting

12
01 March 08 June 24 November
Launched the Card Cheque facility GEC Moor Branch Shifted to new location Inaugurated it’s Purbachal Branch
for its Credit Cardholders.
28 June 28 November
30 July Held 5th Annual General Meeting Inaugurated it’s Jashore Branch
Inaugurated it’s Rajshahi Branch
24 September 22 July 04 December
Inaugurated it’s Rahimanagar Branch Inaugurated Bondhu Agent Banking Inaugurated it’s Jaflong Branch
at Balinga Bazar, Sylhet
16 October 2020
Inaugurated it’s Dhanmondi Branch 29 July
Inaugurated own Institute of Learning 15 March
17 October & Development Launched Bank’s Mobile Banking App NRB Click
Inaugurated it’s Comilla Branch
23 September
18 October Inaugurated it’s Kadomtoli Branch
Inaugurated it’s Mograpara Branch
30 September
19 November Launched SME Loan through agent outlet
Inaugurated it’s Sreepur Branch
13 December
26 November Inaugurated it’s Ishwardi Branch
Inaugurated it’s Shafipur Branch
22 December
10 & 17 December Inaugurated it’s Mirpur Branch
Held 4th Annual General Meeting
23 December
20 December Inaugurated it’s Medical Road Branch
Inaugurated it’s Feni Branch
2019
24 December
Inaugurated it’s Ghonapara Branch 14 February
Inaugurated it’s Debidwar Branch
26 December
Inaugurated it’s Pahartali Raozan Branch 20 February
Inaugurated it’s Panchabati Branch
27 December
Inaugurated it’s Kazirhat Branch 06 May
Launched Debit Card for Agent Banking
2018 Customers

06 May 31 July
Bondhu Agent Banking on pilot basis Launched Launched new retail product “Millionaire Savings
Scheme”
20 May
Chattogram Main Branch Shifted to new 21 November
location Inaugurated it’s Nayabazar Branch

NRB Bank Limited

13
 14
a n n u a l r e p o r t 2020
CORPORATE
GOVERNANCE

NRB Bank Limited

15
 From the
Office of
The Chairman
a n n u a l r e p o r t 2020

16
 Bismillahir Rahmanir Rahim
Dear Fellow Shareholders,

Assalamualaikum. I hope you all are having a great

day today. It is my privilege to welcome you all to the
8th Annual General Meeting of NRB Bank Limited. It is
a great honour to present you the Annual Report and
audited financial statements of the year 2020.

Before moving into the facts and figures, I want to mention one important issue that, year 2020 has been a
tough journey for the local and global business due to the direct and indirect effects of COVID-19. In fact, the
adverse impact of COVID-19 pulled the growth in many sectors that have been sustained by the bank for last
8 years. As a saviour strategy, moderate revenue generation approach became a preferred choice to ensure
sustainability in growth of the business. Swiftly we responded to the escalating disaster by consolidating our
business operations that are linked to a widened network of 47 service points across the country. We continued
our presence over numerous industry segments, some of which lay in societies seriously torn by the pandemic.
Our board is dedicated to provide guidance to the management body to ensure uninterrupted service to our
customers while maintaining all regulatory advice. We also took measures to ensure maximum health-safety to
the front liner staff of the company. Being an abiding corporate citizen, we have an obligation to help the society
to overcome the crisis. We took broader initiatives to assist the customers about any change in the regulations
and tools of customer service. We hope that all our painstaking efforts will pay off even during the pandemic in
future. Regardless of the crisis, we are always proud of our employees’ readiness in meeting the customers’
demand with full dedication.

Despite the challenging business environment and

The Bank has made concerted efforts to attain banking operations, revenue and profitability, NRB
sustainable growth while supporting the needs Bank ltd. ended the year 2020 with a satisfied terms
and aspirations of our customers also being of deposit base, loan portfolio, better liquidity and
mindful of our corporate role in achieving higher provision cover compared to most of the peer
competitors. This is definitely a sign of upcoming
national economic goal. It befits the occasion opportunities to benefit from the increased credit
to place on record our sincere appreciation of demand in the upcoming year. This is important to
the effort taken by government authorities to mention that we have made dedicated efforts to
contain the outbreak of COVID-19 and we look attain the potential growth in need of the market and
forward to doing our part to stimulate country’s also to secure our corporate role in achieving national
economic recovery in the coming year. The economic goal. The goal is to comply with the
CMSME, Agriculture and underserved sectors along
goal requires, in particular, a commitment with empowering the women entrepreneurs.
to supporting CMSME, agriculture and other
underserved sectors of the economy along with The Board and the Board Sub-Committee have
the empowerment of women entrepreneurs. given much attention to all the matters related to

NRB Bank Limited

17
 the policies and procedures of the Bank and better credit quality while we apprehend the possibility of NPL rise in neo-normal situation once
ensured that discussions and the relaxation on classification rules ends in the near term. The Bank continued to make significant
investment in products, people and technology and generally broadened market share across the
decisions will be inclusive, unanimous and businesses.
deliverable. The Board is always aware of
the responsibility to mitigate any unexpected Despite all the national challenges in the Banking industry, it is really a pleasure to emphasize on
consequences arising from the pandemic in numerous positive outcomes from 2020. Our credit quality was ensured to remain un-phased in
future; Especially regarding the potential rise the midst of highly regulated segment of credit operation. In 2021, we ensured acute focus on
in NPL portfolio on expiry of business policy the recovery of classified loans, avoiding further classification and ensuring compliance with all
support. The high liquidity level will also support regulatory requirements. Following the correct loan philosophy, we are backed by a strong credit
to cope with any shortage in cash flow in future. administration that is focused on managing and minimizing risk. Emerging Credit Rating Ltd. (ECRL)
has awarded ‘A’ rating in the Long Term and ‘ST-2’ rating in the Short Term to NRB Bank Limited in
To strengthen the capital base of the bank, we consideration of financials up to 31 December 2020 including other information up to the date of
are ready to infuse Tier-1 capital by exploiting rating declaration, 30 June 2022. Regarding our other sectors of services, I am pleased to inform
various market mechanisms and tools. As on that we were able to develop and provide progressive services with top-notch quality in a short
the balance sheet date, Bank’s Tier-1 capital amount of time. Our corporate, SME and Retail banking service has already achieved admirable
adequacy ratio maintained at 14.62% is higher success. We have also taken various IT based services to step in line with our closest competitors.
than the minimum regulatory requirement of
6% while Tier-1 and Tier-2 capital together Our Bank believes that carrying out Corporate Social Responsibility (CSR) helps in tangible value
stands at 16.07% comfortably above regulatory creation resulting in a positive image for the bank. Since the beginning of the journey, NRB Bank Ltd.
requirement of 12.50%. Under operational was committed to serve the social responsibilities alongside the commercial operations. We spent
restriction and policy control due to pandemic a total of BDT 42.715 million to carry on various CSR initiatives, with BDT 11.230 million in the
situation, the Bank was able to post operating preceding year. All our CSR activities are divided in segments according to geographical area. The
profit for the year of BDT 950 million indicating Bank will always comply with the needs of the nation.
a growth of 2.70% over the preceding year. Respected Shareholders,
However, profit after tax increased by a
remarkable 635% with a declined Cost of Fund, Corporate Governance reflects the built in value system of the bank in conducting its day to day
lower provisioning requirement and bank’s goal affair. NRB Bank honors the importance of corporate governance for smooth operations of the bank.
on cost control. Everything is achieved through The structures and processes of continuous monitoring ensures to achieve the strategic objectives to
best possible use of virtual platform in banking serve the interest of the Bank and its Shareholders. The Board is always providing policy guidelines
communication. A structured management of & directions to the management to attain the short and long term goals. . For the sake of providing
balance sheet enabled the bank to enhance strategic support to the Board, different committees, namely the Executive Committee, Audit
deposit by BDT 21.13 million to a total of committee and Risk Management Committee are actively performing and providing the best support.
BDT 41.83 billion at year-end while loans and Good governance is based on the principles of:
advances edged up to around BDT 38.85 billion
through a moderate growth of -0.22% with a ‹ Conducting business with integrity and fairness
balanced share among corporate, retail and ‹ Ensuring transparent transactions,
CMSME. These two major items of the balance ‹ Making all relevant disclosures as per the various regulations in force
sheet contributed much to increase the total ‹ Complying with the laws of the land
asset base to BDT 55.36 billion as at December ‹ Ensuring accountability when dealing with the stakeholders; and
31, 2020 posting a reasonable growth of ‹ Commitment for conducting the business in an ethical and transparent manner
1.17%. The Bank successfully managed to On behalf of the Board, I want to mention that, a Code of Conduct has been set to address
bring down its NPL ratio to 3.71% from 4.14% integrity, conflicts and any issues that stress the need of ethical conduct. Good governance is the
of 2019 – this demonstrates our shift to a expected outcome from this code of conduct. Our bank is always maintaining a framework to set
the best practice of ownership, management and accounting. The Bank is also committed to follow
high disclosure standards and transparency in financial reporting so as to keep investors and
stakeholders adequately well-informed and updated at frequent intervals. Disclosures in compliance
with the codes are set out in the Annual Report. Strategically, the Bank’s governance quality and
a n n u a l r e p o r t 2020

management bandwidth are also being enhanced to cope with the emerging rigors of the banking
and financial sectors.

18
Today, I am very happy and proud of the way we handled the COVID-19 pandemic and am
overwhelmed the way customers and shareholders have rested faith in us. Despite facing the
unforeseen shockwaves, we were on track to deliver a solid performance which exhibits the level of
our courage, determination, passion and spirit. In 2021, we foresee the global and local economy
and business conditions will still remain challenging. Hence, we must continue to remain alert to the
situation and respond timely. The Board will continue to supervise management’s role in striking the
right balance between utilizing growth potentials and the appropriate risk controls. I am convinced
that it will further strengthen the foundation of this Bank and will secure better risk-adjusted return.
I would like to thank our people for their great personal dedication and passion to perform as a team
to achieve our goals while building a strong foundation for the future. We are grateful to regulators,
especially Bangladesh Bank for their constant support and guidance for supporting us in delivering
excellence. We also appreciate the effort taken by the Government to minimize the effects of the
pandemic and we are ready to contribute to the recovery of the economy in the coming year.

Thank you for your presence today. Allah Hafez

Mohammed Mahtabur Rahman

Chairman of the Board of Directors

NRB Bank Limited

19
 Managing
Director & CEO’s
Roundup
a n n u a l r e p o r t 2020

20
Dear Shareholders
I extend you all a very warm welcome to the 22nd Annual General Meeting of our Bank and
express my heartfelt compassion & empathy in this very difficult and unsettling COVID-19
pandemic situation. Insha-allah, we will come out of this trying time with our health and
resilience.
I hope that you are doing well and keeping safe and healthy. As the country is reeling under the pandemic, it has
disrupted our collective sense of the ‘NORMAL’. However, we have already embarked on a new ‘REALITY.’I believe that we
will emerge out of this crisis stronger, more resilient and wiser.
Before I deliberate on various aspects of my address, let me take this opportunity to pay our sincere gratitude to each
and every one working at the frontline combating the pandemic in order to make the world safer and more convenient
for all of us - the medical community, sanitization workers, essential services providers including bankers and the law
enforcement agencies.
Global Economy
The Global Economy is facing a downturn due to COVID-19 Pandemic. Although global economic activity is growing
again, it is far from returning to business-as-usual. The pandemic has caused severe loss of life, tipping millions into
extreme poverty, and is expected to leave a long-lasting mark for the years to come. The incipient recovery was initially
supported by the partial easing of stringent lockdowns. Various restrictive measures have been reintroduced, however,
as COVID-19 continues to spread around the world. There has been substantial progress in the development of effective
vaccines, and inoculation has begun in some countries. A general rollout in advanced economies and major emerging
market and developing economies (EMDEs) is expected to proceed early this year. Following the initial rebound in mid-
2020, the global economic recovery has slowed. Whereas activity and trade in the goods sector have improved, the
services sector remains anemic, with international tourism, in particular, still depressed. Even though financial conditions
remain very loose, reflecting exceptional monetary policy accommodation, underlying financial fragilities are mounting.
Most commodity prices rebounded from their mid-2020 lows as strict lockdowns were gradually lifted and demand
firmed. However, the recovery in oil prices was more modest amid concerns over the pandemic’s lasting impact on oil
demand. In advanced economies, the initial contraction was less severe than anticipated, but the ensuing recovery has
been dampened by a substantial resurgence of COVID-19 cases. Prospects for the global economy are uncertain, and
several growth outcomes are possible. In the baseline forecast, global GDP is expected to expand 4 percent in 2021,
predicated on proper pandemic management and effective vaccination limiting the community spread of COVID-19
in many countries, as well as continued monetary policy accommodation accompanied by diminishing fiscal support.
Nonetheless, the level of global GDP in 2021 is forecast to be 5.3 percent below pre-pandemic projections or about $4.7
trillion. After this year’s pickup, global growth is envisioned to moderate in 2022 to 3.8 percent - still above its potential
pace, but weighed down by lasting damage from COVID-19. By 2022, global GDP is still expected to be 4.4 percent
below pre-pandemic projections. Advanced economies are projected to recover, with growth reaching 3.3 percent and
3.5 percent in 2021 and 2022, respectively, on the back of pandemic containment aided by widespread vaccination and
sustained monetary policy accommodation, which is expected to more than offset the partial unwinding of fiscal support.
Although aggregate EMDE growth is envisioned to firm to 5 percent in 2021 and to moderate to 4.2 percent in 2022. The
pandemic has caused per capital incomes to fall in more than 90 percent of EMDEs, tipping millions back into poverty.
For more than a quarter of EMDEs, the pandemic is expected to erase at least 10 years of per capita income gains and, in
about two-thirds of EMDEs, per capita incomes are projected to be lower in 2022 than they were in 2019. In low-income
countries (LICs), activity in 2020 shrank 0.9 percent the first aggregate contraction in a generation. Growth is forecast to
resume at a moderate pace in 2021-22, averaging 4.3 percent. Nonetheless, output in LICs is expected to remain 5.2
percent below its pre-pandemic projections by 2022.
Global cooperation will be essential for supporting vulnerable populations and achieving a sustainable and inclusive
global recovery. In light of substantial fiscal constraints and high debt levels, globally coordinated debt relief, predicated
on debt transparency, could help many economies particularly LICs and provide much-needed fiscal resources to support
social protection programs. More broadly, deeper global collaboration will be needed to develop equitable and sustainable
solutions to the world’s most pressing long-term challenges, including tackling climate change and eliminating extreme
poverty.
Aggressive policy actions by central banks kept the global financial system from falling into crisis last year. Banks’ capital
buffers are under pressure due to falling profitability and asset quality deterioration. Defaults have already surged in the

NRB Bank Limited

21
 hardest-hit sectors and countries, and rising
credit downgrades point to further strains in
the future. These developments reduce the
resilience of financial systems, particularly
in countries with weaker banking systems or
without the policy space to provide sufficient
support to stressed financial institutions.
Bangladesh Economy and its Banking Sector
The economy of Bangladesh grew 5.24 percent
in the last fiscal year FY20 despite the impact
of coronavirus pandemic against a record
growth by 8.15% in FY19. While the per capita
GDP increased to USD 1,970 in the last fiscal
which was USD 1,828 in FY19, according
to the provisional estimation of Bangladesh
Bureau of Statistics (BBS). According to BBS,
the GDP growth rate at constant prices in the
industry sector increased by 6.48 percent in A provision shortfall occurs when a financial obligation exceeds the amount of cash available. It can
the last fiscal year which was 12.67 percent in be temporary, arising out of a unique set of circumstances, or persistent, indicating poor financial
FY19. In the services sector, the GDP growth management practices.
rate increased by 5.32 percent in FY20 while Banks have to earmark 0.50 per cent to 5 per cent of their operating profit as a provision against
it was 6.78 percent in FY19. In the agriculture general category loans, 20 per cent against classified loans of substandard category, and 50 per
sector, the GDP growth rate increased by 3.11 cent against classified loans of doubtful category. It has to set aside 100 per cent against classified
percent in FY20 while it was 3.92 percent in loans of bad or loss category.
FY19. Sector-wise growth rate of GDP indicates The provision situation may erode further as default loans may escalate in the coming days because
that the Industry sector continued to achieve of the ongoing business slowdown. Between January and March, the shortfall increased due to
the highest growth followed by Service and the lacklustre performance of 11 banks, which faced a combined deficit of Tk 12,650 crore. Some
Agriculture sector which reflects the sustainable banks fared well during the quarter, preventing the shortfall from soaring further. Some of the 11
growth prospect of the economy. The BBS data banks have been facing a shortfall for years due to a lack of corporate governance. The shortfall of
also showed that in the last fiscal year, the the state-run banks stood at Tk 10,727 crore, which resulted from a wide range of financial scams.
investment ratio to GDP stood at 31.75 percent Janata Bank alone had a shortfall of Tk 5,255 crore, central bank data showed.
which was 31.57 percent in FY19. The private
investment ratio to GDP increased to 23.63 The provision shortfall narrowed throughout 2020 when borrowers were granted moratorium support
percent in FY20 while the public investment ratio from the central bank due to the economic hardship brought on by the coronavirus pandemic. The
to GDP stood at 8.12 percent. The inflation rate payment holiday had barred banks from downgrading the credit status of their borrowers even
declined by 0.23 percent on a point-to-point if they failed to pay instalments regularly. As a result, defaulted loans did not increase on paper,
basis in December 2020 and came down to allowing lenders to put aside a lower amount of funds to cover bad loans. The central bank withdrew
5.29 percent in December last year from 5.52 the moratorium partially in March, which pushed up both the non-performing loans (NPLs) and the
percent in November. Besides, the banking provision shortfall. NPLs stood at Tk 95,085 crore in March, up 7.1 per cent from three months
sector was suffering from high non-performing earlier and 2.8 per cent year-on-year.
loans (NPL). The provision base of the banks Growth Prospects
in Bangladesh deteriorated heavily in the first Despite the pandemic, Bangladesh economy is set to post the thirdhighest growth in the world and
quarter of 2021 because of the surging bad the highest in Asia in 2020, according to the International Monetary Fund. To protect the people and
loans, highlighting the worsening health of the the economy, the government rolled out a massive Taka 72,750 crore stimulus packages, one of
banking industry. the largest in the world, to counter the adverse effects of coronavirus. It capped bank interest rates
The shortfall ballooned more than 42 times to Tk below single digit to help firms and businesses borrow at a record low rate. Multilateral banks and
5,228 crore in March 2021 compared to Tk 123 bilateral partners poured billions of dollars to cushion Bangladesh.
crore three months ago, data from Bangladesh But the biggest support came from farmers who continue to feed the country and the migrant
Bank showed. workers who proved the grim forecasts wrong, sending home a record amount of remittance. The
The deficit was up 45 per cent year-on-year. robust flow of remittance lifted the country’s foreign exchange reserves to record highs of 44.02
Experts say banks should have strengthened billion in February 2021 and put the country on a firm footing.
a n n u a l r e p o r t 2020

their provision base last year to avoid the For Bangladesh, the outgoing year 2020 was a challenging one. In fiscal year 2020, prior to the
widening of the shortfall. outbreak of the pandemic, the Bangladesh economy was somewhat under stress due to the weak

22
performance of a few economic indicators such improving the deposit mix targeting to reduce the cost of fund. Simultaneously, efforts were on to
as exports, imports, private investment, foreign maintain assets quality and look for diversified sectors with emphasis on non-funded business.
direct investment, and revenue mobilization. Consequently the Bank had been able to maintain a strong position in all key areas of operations.
Besides, the banking sector was suffering from An abridged summary of our financial performance together with the last year’s comparison are
high non-performing loans (NPL). Bangladesh’s presented below.
GDP growth is forecast to slow down to 1.6
per cent in the fiscal year 2021 as the country Technology up-gradation for digital banking services
struggles with the devastating impact of the In terms of digitalization, Information and Communication Technology has become an inevitable
lingering Covid-19 pandemic, the World Bank part of today’s modern business and its operation. The Bank successfully up-graded it’s IT & ADC
said in its twice-a-year-regional update. The platform and installed the core banking software “Flexcube” and currently all branches of our
latest South Asia Economic Focus report also Bank are running under core banking solutions enabling them to provide real time on-line banking
warns of a hardest recession in South Asia, of services to its clients. The bank has been maintaining a modern Data Center (DC) in order to secure
which Bangladesh is a part. Bangladesh has its information through Disaster Recovery Center (DRC) to make sure that bank will not lose any data
achieved GDP growth at more than 6 percent in case of any disaster.
on an average during the last decade. According We have strong focus to systematically automate and streamline all aspects of the operations and
to Bangladesh Bureau of Statistics (BBS), the facilitate seamless integration among key business processes. Our investment in technology is
GDP growth in FY2015- 16, FY2016-17 and making our business simpler, safer and easier for our customers to use. And, this facility allows
FY2017-18 stood at 7.11 percent, 7.28 percent the customer to bank from anywhere, anytime with total security and confidentiality. Besides, we
and 7.86 percent in FY2018-19 the GDP are determined to keep our commitment towards combating against financial and cyber-crime and
growth stood at 8.15 percent. As per provisional continue to invest heavily in improving our standard in the industry.
estimate of BBS, the GDP growth is 5.24
percent in FY2019-20 which is the lowest since Our Customer Services
FY2008-09, this situation has been created As our motto says “Not Just Another Bank”, we always believe in better customer services to prove
mainly because of the outbreak of COVID-19 it. Our business can only thrive if our customers feel that we are helping them in meaningful ways.
pandemic. We are here to help our clients– whether they are local or international companies fostering trade
Financial Performance and investment, or individual customers who seek assistance in managing their wealth. We strive
to earn and maintain our customers’ trust by constantly adhering to the highest Ethical standards.
Amidst the prevailing economic condition of Everything we do in NRBBL should be in our customers’ interest and create economic value. This
the country, NRB Bank Limited has taken the inspires the structure of our products, the delivery of our services and the principles that run through
strategy to maximize the profitability from the our business. We have made tangible changes in our Customers’ service experience.
existing business portfolio so as to add value
to the shareholders wealth. As a result deposit Our innovative products and Services
growth posted 0.05%% as on 31-12-2020 We introduced and redesigned some asset and liability products in 2019 for our Retail and SME
compared to last year 2019. Customers. We have launched many innovative products and services during the year, many of
Shareholder’s Equity is increased by 13.18% which are customized to meet the requirements of our customers. Our innovative products and
to Tk. 5804 Million from Tk. 5128 Million of Services are;
2019. Despite the insignificant growth in the Deposits products: SME equity planner for small business, millionaire By Paying Monthly Installment,
operating profit, outstanding growth is evidenced Benefit First (a term deposit scheme that offers upfront interest payment), monthly benefit scheme
in the Profit before Tax (PBT). PBT has, as such, for longer tenure
increased by 1113% to Tk. 949 Million as on Loans products: Foshol, prantik, khamar, ogrojatra
31-12-2020 from the last year 2019. PAT has
significantly increased by 635% to Tk. 671 SME products: NRB Pashe, NRB Prerona, NRB Proshar, and NRB young entrepreneur
Million as on 31-12-2020 comparing with the NRB Agent Banking: NRB bank has already introduced 316 agent outlets in 2020 for agent banking
last year. services and almost 15 agent outlets will be set up in 2021 We have over 92 thousand customers,
EPS has stood Tk. 1.44 per share compared to who recognize the brand as a reliable partner. We continue to improve our services, understand
last year’s EPS of Tk. -0.27 per share. NPL has their needs, provide innovative solutions and build long-term relationships based on trust and
been declined by 0.42% to 3.71% as on 31-12- transparency.
2020 compared to last year NPL of 4.14%. ROA Our Sustainable growth
and ROI has been posted by 1.22% and 12.50% Looking at our 2020 business outcomes, you can see that we remained spot-on to our committed
respectively as on 31-12-2020. growth strategy. We grew by focusing on serving our customers and clients holding on to our
We, at NRB Bank, ensured our level best to add manifesto ”Not Just Another Bank” and managing risk at the same time. We also are focused on
value to the real economy of Bangladesh by achieving growth that is sustainable. Sustainability has three key components: Being the best place
helping small, medium and large businesses to work for our Team, sharing our success, and operational excellence. To share our success, we
grow. Our efforts were focused towards focus on environmental, Social and Governance [ESG] activities, Corporate Governance practices, our

NRB Bank Limited

23
 philanthropy, in addition to many other activities. in the customers. We continued to focus on investing in staff training, learning and development
Banks need to help businesses activities in a with intention to improve the skills of its employees and to drive the bank towards delivering best of
socially responsible way. This includes a number the performances. We had been able to set-up a full-fledged Training Academy namely The Institute
of things, such as supporting businesses that cut of Learning and Development (ILD). A good number of officials of the Bank took part in different
carbon emissions and make the transition to the training programs/seminars, workshops both at home and abroad besides in-house training courses,
Green Economy; financing innovation in Green workshops and seminars on every aspects of Banking throughout the year. To keep the employees
Technology; encouraging businesses to operate motivated, performance rewards, promotions, accelerated promotions and incentives etc. are
in a new way that support local communities, awarded on a regular basis.
respect human rights and encourages inclusive NRB Bank’s Agent Banking footsteps
growth, and so on.
I am very pleased to inform you that, after starting NRB Bank Agent Banking operation on 6th May,
In our quest of bringing the unbanked population 2018, we have already inaugurated 304 Agent Outlets (both Individual and UDC-based) till reporting
into the financial system, enabling them to at different Upazillas of Brahmanbaria, Gazipur, Sylhet, Manikgonj, Bogura, Jashore, Chadpur,
benefit from our services and products, we have Rangpur, Tangail Rajshahi, Khulna and chattogram Districts. Though we still have to go a long way
established Agent Banking. As a franchisee and consider it as just the beginning, the growth we have already achieved in a short span of time is
based operating model, this carries the benefit a remarkable one. NRB Bank Limited crafted a unique Agent Banking Model with technology based
of low-cost, high-impact and scalable banking banking concept ensuring appropriate security with real-time banking for customers who stay in far
representative of the true spirit for including the flung area. In 2020, NRB Bank is going to establish more agent outlets with strong commitment of
segments which are excluded from it. Within a bringing unbanked people within the fold of banking system.
short span of time, we have been able to sign
up 320 number of Agent outlets in 66 Upazilas Looking forward
of 29 districts. Notably, we provide an undiluted The year 2020 was a demanding year in many respects and an evidence to the talent and
“Bondhu Agent Banking” experience to our professionalism of all my colleagues who successfully met its challenges along the way. Despite
agent banking customers with aspiration of challenging market conditions, we are committed to our goals. We remain cautious about the
creating a ‘laddering’ effect under which the downside risks of the current economic environment, global trade tensions and the future movement
Bank hopes to expand along with the growth of of interest rates. We will be proactive in managing costs and investment for revenue growth where
these customers. necessary, but we will not take short-term decisions over long-term interests of the business.
Taking care of Communities We always have forward-looking perspective to furnish needs of our customers and actively seek
opportunities to achieve competitive advantage. We have an excellent team, a shared set of priorities
NRB Bank Limited is quite conscious about and proven track record of good performance and with all these, we do look forward to yet another
its social responsibility. We are serving the year of success.
Humanity through different welfare activities
giving emphasis on Health, Habitat & Education. Business STRATEGIES FOR 2021
The Bank evaluates the environmental effects Develop an effective monitoring process on the existing portfolio to maintain asset quality having
of projects in investment process and the moderate BAU business growth is comparatively wiser option then look for new business opportunity.
projects found detrimental to the environment These includes i.e. non-funded maturity profile monitoring, regular funded facility monitoring
are not approved for financing. Our involvement including time extension & margin build up, rescheduled and restructured account monitoring in line
in charities, scholarship program and other with Bangladesh Bank purview, forced loan account monitoring along with margin build up, term
philanthropic events enable us to address loan account monitoring along with moratorium, pending BB NOC etc, Overdue internal bills status
important community concerns, build and of including reasons for liability not being settled, special format to monitor RMG/Construction/Work
maintain relationships and play a role in Order/Ship-breaking etc specialized sector.
the society beyond simply that of wealth In order to be successful in the backdrop of this rapidly changing competitive sector, we have
creation. More and more welfare activities and prepared ourselves befittingly. Our strategy is to continue the business steadily for a sustainable
Institutional Development Programs will be growth. Better management of our exposure in corporate/commercial business and diversification of
drawn in future, Insha-Allah to the cause of portfolio are our main focus.
serving our communities and the country as a
whole. There is much more we accomplished to Among others the following are our priorities for 2021 –
serve community which earned commendation ‹ Islamic Banking window will commence its operations in the First half of 2021 to increase the
from people from all walks of life. We have volume of deposit as shariah based banking is very much popular in Bangladesh.
distributed cloths and essentials to the ‹ Capital Market is showing good vibes in recent times. On 30 December, DSEX – the broad
distressed community like flood affected people, based index at the Dhaka Stock Exchange (DSE) – closed the year with a 21.3% hike to recover
cold-hit people, Rohinyghas, etc. to ease their life. most of the 17.3% and 13.8% losses in the previous two consecutive years Significant number
Human Resources Training and Development of IPO is approved by the regulators and planned to debut in the first half of the Year 2021.
a n n u a l r e p o r t 2020

Our employees are integral part to our Prudent investment in Capital market may boost the profit of the bank provided that current
commitment in order to uphold trust and pride positive trend continues.

24
‹ Focusing more in Small Ticket Business ‹ Investment in alternative bonds e.g. Subordinated Bond, Corporate Bond, Zero Coupon Bond.
may push the profit of the bank. As general ‹ Arbitrage in short term placement with banks and NBFIs.
provision requirement and credit risk of
SME loan is significantly lower than that ‹ Borrowing through repo, call, Swap & Term to cover the deficit of investment/ deposit for
of other loan, expanding SME loan will not interim period. In addition to that generate income through Reverse Repo.
pose any major threat. ‹ Improve the green back position of the bank so that significant exchange gain can be made.
‹ Bank can earn brokerage fees by trading In order to boost up the exchange gain, we need cooperation from other stakeholders of the
stock in the stock market through obtaining bank.
TREC License from DSE. It is worth ‹ Reduce dependency from High Volatile Deposit.
mentioning that TREC License is less ‹ Being a tech savvy 4G Bank, Fintech solutions & Digital marketing will be exploited consistently
expensive than conventional Brokerage to attract new generation customers.
House license.
‹ Re-pricing the existing Non-Funded fees and charges to recover the income dent, triggered by
‹ Weighted average Transfer Pricing rate will 9% ending cap, as much as possible subject to rigorous and fruitful discussion with the client
be implemented this year. in order to avoid relationship damage
‹ Special Asset Management Unit (SAMU) ‹ Non-Funded business through Re-financing scheme and export based import are the priorities
has been formed in order to increase the of the year 2020. Emphasize on a particular segment will make an equilibrium between export
recovery rate and maintain the NPL at the and import of the bank and will not necessarily include the fund requirement. More emphasis
lower level range. will be given on Service Sector & Trading business considering less vulnerability to interest rate
‹ Off Shore banking will be established which risk, which could ensure NFI income and better rate of return.
will increase the facilities to capture new Cost Reduction Strategies:
business opportunity (e.g. Foreign Trade,
Export etc.). NRB Bank adopted cost reduction strategies in 2020 to handle/face COVID 19 so as to fetch a
positive cap on the profitability. Operational cost shall be rationalized without extending Branch
‹ QR payment has been inaugurated. This networks in 2020 and through cost effectiveness. HR performance are closely aligned with real
will help to increase the merchant point performance so as to reduce HR cost. Existing set up of HR pursued the business and operations
which will ultimately lead to increase the in 2020 with multi-tasking capability. Technology based operational activities has been introduced
CASA accounts of the bank, increase the to cater services for customer and in-house stakeholders. Business/conference through zoom are
customer base and brand value of the being conducted to solicit business so as to reduce operational cost. Each and every items of cost
bank. are examined/scrutinized very carefully to rationalize or bring down cost to a level wherefrom we
‹ Non funded business can be sourced can ensure maximum output. As a result, operational cost has been possible to maintain to Tk.
through EGP that will help the bank to 1489 Million as on December 2020 by reduction of Tk. 13.69 Million from the last year 2019.
increase zero cost deposit, it will also boost Acknowledgment and appreciation
up commission and fees earning.
I forward my sincere appreciation to the Regulatory Authorities, especially Bangladesh Bank for
‹ Investing in Treasury instruments and providing relevant guidance, policy and support, and to Bangladesh Securities and Exchange
managing the current investment portfolio Commission, Dhaka Stock Exchange Limited and Chittagong Stock Exchange Limited for their
prudently will maximize the profit of the kind cooperation. I am thankful to the members of the Board of Directors for not only guiding the
bank. Management in implementing the policies and guidelines set by them but also for their relentless
‹ Participation in distributing stimulus support in prioritizing the health & safety of the Bank’s employees and customers above everything
packages declared by the government is else during the outbreak of Covid-19 pandemic.
also deemed profitable if due diligence can I must express my gratitude to our respected shareholders, valued customers and all other
be ensured. stakeholders for believing in the Bank’s Management. It goes without saying that I am ever so
‹ As government is subsidizing some of the grateful to my dear colleagues for putting up a brave face and taking care of Customers’ Banking
interest and providing refinancing facilities needs during the Covid-19 pandemic to make sure that the Bank remains successful in providing
for some of these stimulus package loan, it best in class service to its customers at all times. We look forward to the next financial year with
will minimize the credit risk of the bank in confidence and resolute dedication. Let there be good days ahead for all of us. May the Almighty
some extent. Allah bestow His choicest blessings upon us!
‹ Availing SME refinancing and achieving the
Green Banking, Agriculture loan target will
increase the rating of the bank. Mamoon Mahmood Shah
‹ Invest and trading in Govt. securities Managing Director & CEO
Instruments upon availability of fund and
better rate of return.

NRB Bank Limited

25
 Board of
Directors’
Profile

After foreseeing the potential Fragrance Markets

in the GCC & MENA region, he moved his
entire operation & manufacturing units to the
UAE and built the modern and well equipped
Head Office fitted with ORACLE-ERP Server in
an area of 33,000 sqft and also established
a Factory in the UAE covering an area of over
350,000 sqft, which grew into a state-of-the-art
manufacturing unit using automatic & semi-
automatic ultramodern machineries including
‘Agilent’ quality control equipment in the R&D
Department. The quality conscious Al Haramain
Perfumes, has been accredited by the authorities
with Dual ISO Certificates in QMS (ISO 9001:
2008/2015) & GMP (ISO 22716 : 2007) and
received scores of Appreciation Certificates &
Accolades,

He opened the first branch in Dubai and

gradually expanded more than 100 branches
all over the UAE/GCC countries & beyond in the
name of Al Haramain Perfumes and the following
sister concerns:
Mohammed ‹ Al Haramain Perfumes L.L.C
Mahtabur Rahman
‹ Al Haramain Trading L.L.C
Chairman
‹ Oudh Al Haramain
Mr. Mohammed Mahtabur Rahman
‹ Noor Al Haramain Trading L.L.C
(Nasir) a seasoned businessman and
well versed in a broad range of trade ‹ Al Haramain Perfumes Mfg & Oudh
ventures around the world hails from Processing Industry L.L.C
Sylhet. Born in 1958, he completed his ‹ Al Halal Perfumes Industry L.L.C
education there itself and pursued with
‹ Al Halal Perfumes L.L.C was opened in the
passion his traditional family owned UAE, to cater to the fragrance needs of the
business, which was established in mass markets.
the holy city of Makkah, Kingdom of
‹ Al Haramain Perfumes L.L.C with many
Saudi Arabia in the year 1970. He branches was opened in the Sultanate
mastered the art of craftsmanship of of Oman for Omanis and for the entire
the Fragrance Industry and surmounts markets in the country.
the business to new heights. He is ‹ Al Haramain Perfumes Int’l W.L.L & Noor
currently the Chairman & Managing Al Haramain Perfumes Company W.L.L
Director of Al Haramain Perfumes was opened in the State of Kuwait, with
Group of Companies and the Chairman many branches, to cater to the Perfumery
of NRB Bank Limited, which is one of needs of the entire markets all over the
a n n u a l r e p o r t 2020

country.
the leading 4th Generation Banks in
Bangladesh.

26
‹ Al Haramain Perfumes W.L.L with many
branches was opened in the state of
Qatar, to meet the Perfumery needs of the
valuable Qatari Customers & others.
‹ Al Arafah Islami Bank Ltd. in which he is
‹ Al Haramain Perfumes W.L.L with many the Sponsor, is one of the popular banks in
branches in the neighborhood were opened Bangladesh.
in the Kingdom of Bahrain to satisfy
the perfumery needs of elite Bahraini ‹ The University of Asia Pacific in which
customers and others. he is the Trustee, is one of the leading
Universities in Bangladesh.
‹ Al Haramain Perfumes PTE LTD. was
opened in Singapore to meet the fragrance ‹ Hamidia Tea Company Ltd. in Bangladesh,
needs of the markets of Singapore, in which he is the Chairman, boosts the
Indonesia and Brunei. production of Bangladeshi Tea.
‹ Al Haramain Perfumes SDN. BHD in ‹ Al Haramain Hospital Pvt. Ltd. in which he
Malaysia was opened to serve the is the Chairman, is one of the most modern
perfumery needs of the entire Malaysian & 250 Bed multi-disciplinary & multi-storeyed
other Asian Countries. Hospital in Sylhet, Bangladesh.
‹ Al Haramain Perfumes showroom was ‹ Beani Bazar Cancer Hospital in which
opened in London to serve the perfumery he is a Trustee provides better treatment
needs of all our Customers of UK and and care facilities to cancer patients in
Europe. Bangladesh.
‹ Al Haramain Perfumes Inc, was ‹ NRB CIP Association in which he is
established in New York, USA to meet the the President, was formed to represent and
fragrance needs of our customers in the protect the interests of NRB CIPs spread
United States of America. all over.
‹ Al Haramain Perfumes PVT.LTD. was Awards:
established at Jamuna Future Park and
also opened exclusive showrooms at the ‹ He was ranked the top Commercially
Bashundhara City Shopping Complex/ Important Person (CIP) for 6 consecutive
Shimanto Shambhar/ Gulshan Pink City/ years 2012, 2013, 2014, 2015, 2016 and
Baitul Mokarram in Dhaka, catering to the 2017 by the Government of the Peoples’
perfumery needs of Bangladesh customers/ Republic of Bangladesh.
markets ‹ He was also awarded the
Currently Mr. Mohammed Mahtabur Rahman is prestigious ‘Bangladesh Bank Remittance
associated with the following organizations: Award’ consecutively for 5 years 2013,
2014, 2015, 2016 and 2017 in recognition
‹ Bangladesh Business Council-Dubai, in of his highest remittance/investment into
which he is the Founder President, has Bangladesh.
been established for Bangladeshi Business
Communities in Dubai and the Northern ‹ He is also the recipient of Honorary Doctor
Emirates in UAE. of Philosophy in World Peace and Morality
Business Administration of the International
‹ Shaikh Khalifa Bin Zayed Bangladesh University of Morality-Thailand, in the year
Islamia (Pvt.) School in Abu Dhabi, UAE in 2014.
which he is the Sponsor.

NRB Bank Limited

27
 Tateyama Mohammed
Kabir Jamil Iqbal
Vice Chairman Vice Chairman

Mr. Kabir is Vice Chairman of the Board and Mr. Iqbal is Vice Chairman of the Board and
also a member of the Executive Committee also Vice Chairman of the Audit Committee of
and Risk Management Committee of the Board the Board of Directors of NRB Bank Limited.
of Directors of NRB Bank Limited.
Mr. Mohammed Jamil Iqbal is the founder and
Mr. Tateyama Kabir is a dual citizen of Chairman of Jamil Iqbal Ltd. which is one of the
Bangladesh and Japan. He is the President of largest construction companies of Bangladesh.
Kabir Auto Export Co. Ltd. He is one of the most He is a successful NRB entrepreneur and
successful exporters of cars from Japan around investor. He is the chairman of Manor Trade and
the world. He is expanding his investments in Divine Properties Ltd.
automobile sector in Bangladesh. He has the Mr. Iqbal is the proprietor of M/S. Md. Jamil
potentials to build relationship between Japan Iqbal, J.I. Stone Supplier and the owner of
and Bangladesh. He is the Chairman of KM many Crushing plants. He deals in exports
Global Ltd. and Soft Bangla Ltd. He is also the and imports. He is used to import construction
Managing Director of Sumday Development materials and machineries. Mr. Iqbal is the
Company Ltd. and the proprietor of Ocean Auto partner of Al Anood Perfumes Co. (LLC), Deira,
Dubai, UAE.
located in Bangladesh.
Mr. Iqbal comes of a noble Muslim family of
Mr. Tateyama Kabir is member of different social Akakhajana (Borobari), Beanibazar, Sylhet.
and cultural organizations including Dhaka Having obtained graduation he engaged himself
Club, All Community Club and the Elite Lion’s in various types of business. He is a member of
Club, Owners Association, Youth Club in Japan the Sylhet Chamber of Commerce and Industry.
etc. He is equally active in many community He is associated with various socioeconomic
development and social services programmes. activities.
He has remained an honourable patron to Mr. Iqbal is a British Citizen. He is the highest
a good number of educational institutions Tax payer in Sylhet and received national award
contributing significantly to the advancement of from the Government of the People’s Republic of
country’s education. Bangladesh from assessment year 2007-08 to
He has completed his Masters in Japanese 2013-14 (07 years) at a stretch.
language from University of Toyama, Japan. He
is married to Mrs. Hasina Akther and is blessed
with two daughters and one son.
a n n u a l r e p o r t 2020

28
 Khandakar Imtiaz Ali
R. Amin Ahmed Ahmed
Director Director Director

Mr. Khandakar R. Amin is the Chairman of the Mr. Ahmed is the Chairman of Audit Committee Mr. Ali Ahmed is the chairman of the Risk
Executive Committee of the Board of Directors of the Board of Directors of NRB Bank Limited. Management Committee of the Board and also
of NRB Bank Limited. He is the Chairman a Member of the Executive Committee of the
of Sonaimuri Upazilla Parishad of Noakhali Mr. Imtiaz Ahmed, a UK citizen and an NRB, Board.
District. was born in 1960 in Sylhet. He did his Masters
in Social Sciences and obtained a Law degree He is successful entrepreneur and businessman
Mr. Amin is a Bangladeshi origin American from Dhaka University. After having moved to running his enterprises abroad. He has major
Citizen. He was born in Noakhali on 31 the UK for further education, he studied Law at contribution in remitting foreign currency in
December 1956. He is a successful the University of London. His growing interest the county alongside different social welfare
entrepreneur. in the philosophy of education led him to study
for and obtain a PGCE from the University of activities for the betterment of the society. He
He is the proprietor of the following businesses
East London. He has since been an educator is contemplating to invest in Bangladesh as a
in U.S.A. :
in various London institutions, and lead the contribution to the economic development of the
Father Reality Corporation, Surma Reality Bangladeshi Achievement Project. He was also country.
Corporation, Amin Reality Corporation, Hirapur the Head of Bilingual Teachers in a borough
Reality Corporation, Indian Spice (Indian council of London. Currently he is associated with following
Restaurant), India Place (Indian Restaurant), organizations:
Chile’s Chocolate, (Mexican Restaurant), Gallitos Mr. Ahmed has been enrolled as an advocate
Expreess (Mexican Restaurant) and Galliots with the Bangladesh Supreme Court and a
Mexicans (Restaurant). member of the Sylhet District Bar Association. ‹ Director, Mirravale Holdings Ltd.
‹ Director, BJ Brown Business Ltd.
He is also the proprietor of the following ‹ Director, AAB Estate Ltd.
businesses in Bangladesh: ‹ Director, AA Express Food Dist Ltd.
Hotel New York (Residential), KH Carbon Factory,
Khandakar Aquaculture Ltd., Amin CNG Filling
Station, Amin Gas Station, Cafe New York and
Dhaka New York Agro Fishers. Ltd. Mr. Amin is
also involved in many social developments in
Bangladesh and abroad.
He holds a Bachelor Degree. He is running
his business successfully both in America and
Bangladesh for the last 29 years.

NRB Bank Limited

29
 One of Iqbal Ahmed’s biggest achievements In October 2017, Iqbal was awarded an
is the successful establishment of NRB Bank Honorary Fellowship Award from University
Limited in Bangladesh, where he brought Campus Oldham for his outstanding work in the
together 46 NRB (non-resident Bangladeshi) community.
entrepreneur investors from all over the world
to invest in Bangladesh. Iqbal had a vision of Over the years Iqbal Ahmed has played an
creating a financial institution for Nonresident active role as member, advisor or director
Bangladeshi. He dreamt of unlocking a new in a number of government committees,
horizon to the Bangladesh economy by ministries and advisory bodies in the UK and
facilitating NRB inward and outward investment overseas such SAAG (Southern Advisory
to and from Bangladesh, assisting Bangladeshi Group, Competitiveness Council, BOND (a UKTI
Iqbal enterprises to access international market and initiative), MOSAIC under the Business in the
Ahmed OBE DBA increasing the inflow of foreign remittances. Community, New East Manchester, Ethical
Director Trading Champion’s Group, New Enterprise
Despite his busy schedule Iqbal makes time Council, Catalyst UK and Bridge2Bangladesh
Mr. Iqbal Ahmed OBE DBA was the Founder for charity works. He is connected with, as (B2B).
& First Chairman of NRB Bank Limited and sponsor, trustee or member, many charitable
organizations in the UK and Bangladesh, mainly He is an advisor to the Board of Trade, by
Chairman & Chief Executive of Seamark invitation from the Rt Hon Dr Liam Fox MP,
situated within the educational sector and
Group of companies and IBCO Food Industries Secretary of State for International Trade and
healthcare involving rehabilitation, training and
Limited. President of the Board of Trade, to provide
community work, including the development of
Burunga Iqbal Ahmed High School and College advice on promoting British exports, boosting
Seamark Group grew from a small family run
for 1400 students in Sylhet. He has supported inward investments and delivering successful
business to supply seafood and various food
and raised funds for the Manchester Children’s trade mission abroad.
products worldwide. Iqbal pioneered the import
and export of frozen seafood in refrigerated Hospital Appeal, the Royal Manchester Eye Iqbal Ahmed has the ability to speak with such
containers and was the first to import Black Hospital Appeal and Ahsania Mission Cancer and authority thus regularly sought as a speaker
Tiger shrimps into the UK and the EU. It wasn’t General Hospital Appeal to name a few. He is the or panel member in international events and
long before he began to look at ways of Chairman of UKBCCI (UK Bangladesh Catalyst of Universities such as Bangladesh Investment
expanding the family business, thus created Commerce & Industry) which promotes business Summit in Singapore (2014, 2015), World
Iqbal Brothers & Company (now IBCO Limited) in and entrepreneurship to young people in the Islamic Economic Forum in Dubai (2014),
1976, importing and distributing frozen seafood UK and Bangladesh. He personally gets involve Inaugural Bangladesh Investment Summit
and all kinds of frozen food products. with his companies’ CSR and has formed a in London (2013), Entrepreneurs Festival
charity registered in the UK called the Iqbal Bros Manchester (2013, 2016), University of Dhaka
As the business grew further, it made sense Foundation, which is currently fund raising for (2015), and University College London (2015).
to Iqbal to create a new company, Seamark the Rohingya refugees.
which is more reflective of the size and scope He was personally invited by Michael Bloomberg
of the operation. Seamark’s first factory was He has founded and currently chaired Masjid ul to be a founding delegate of Bloomberg’s New
set up in Manchester and was officially opened Aqsa Islamic Centre, a Mosque and centre built Economy Forum held in Singapore in 2018.
in 1993 by The Rt Hon The Lord Deben, John for the community, where they can pray and hold
Selwyn Gummer, the then Minister of Agriculture, religious and cultural studies. February 2017 saw the Publication of Iqbal
Fisheries and Food. In 2000 Iqbal Ahmed Ahmed’s autobiography entitled, King Prawn –
He received his highest personal recognition Dreaming Big and Making It Happen, the story of
established Seamark (BD) Limited in Bangladesh
when he was awarded an OBE (Officer of the the entrepreneurial genius.
which was inaugurated by HRH Princess Anne.
Most Excellent Order of the British Empire) at the
His clear vision for the business has led to a Queen’s honours list in 2001 for his services to
string of prestigious awards for Seamark in the International Trade. He is a CIP (Commercially
UK and in Bangladesh. Excellence in the field Important Person) in Bangladesh since 2009.
has been recognised at home in the UK with a
In July 2017, Iqbal was awarded by Manchester
Queen’s Award for Export Achievement in 1998
Metropolitan University an Honorary Degree
and a number of Gold trophy Awards from the
of Doctor of Business Administration for his
Government of Bangladesh for achieving the
a n n u a l r e p o r t 2020

outstanding achievements in business and his

highest exports of seafood for nearly every year
significant contribution to the economy and
between 2002 and 2016.
regeneration of Manchester and Bangladesh.

30
 Mohammed Abdul Mohammed
Jahed Iqbal Karim Idrish Farazy
Director Director Director

Mr. Mohammed Jahed Iqbal is Vice Chairman Mr. Abdul Karim is a Director and a Member of Mr. Mohammed Idrish Farazy is a Member of
of the Executive Committee and Risk Executive Committee of the Board. the Board of Directors of NRB Bank Limited.
Management Committee of the Board of
Mr. Karim is an experienced businessman in the Mr Farazy, the Chairman of National Exchange
Directors of NRB Bank Limited. Company, Italy, with his continuous succeeding
field of perfume industry. He started his business
career by developing an interest towards the contributions is known to have grown the seeds
Mr. Mohammed Jahed Iqbal is a successful NRB of remittance business in Italy.
entrepreneur and possesses excellent business making of perfumes. His company, Hassan
background. He comes of a noble Muslim Shahin Ahmed Perfumes L.L.C. was established He has obtained a Bachelor’s Degree in
family of Beanibazar, Sylhet. Having obtained in 1982, in Dubai, UAE. The perfumes are Business & Administration from the University Of
graduation he engaged himself in various types imported and exported to and from around the Darul Ihsan Bangladesh.
of businesses. globe. He now holds the position of Managing
In 2006, in recognition of his outstanding
Director of the company. He was also ranked as and proficient contributions in the world of
Mr. Iqbal is the owner of M/S. Md. Jahed lqbal, a Commercially Important Person (CIP) for three Remittance Business, he was awarded the
Director of Sumday Development Company consecutive years 2017, 2018 & 2019 by the Mother Teresa International Award.
Ltd. and the Managing Director of Jamil lqbal Government of Bangladesh.
Ltd. which is one of the largest construction Due to his continuous effort, he was awarded
companies of Bangladesh. He is also a Director His keen concern in helping the needy in the prestigious, Bangladesh Bank Remittance
of Jahed lqbal Ltd. UK and a partner of Desert every way has given him many opportunities Award, in 2014, 2015, 2016, 2017 and
to develop the community. He is the chairman 2018 in recognition of highest remittance into
Star Trading LLC, UAE. He is also associated with Bangladesh in regards of National Exchange
various socioeconomic activities in Bangladesh of a charitable organization ‘Sylhet Bivag Company, Italy. He was also ranked as a
and abroad. Unnoyon Porishod’ which is based in Dubai, Commercially Important Person (CIP) for two
UAE, the Chief Advisor of another organization consecutive years 2012-13 & 2013-14 by the
‘Bangladesh Shomaj Kollyan Shomitee’ in UAE, Government of Bangladesh.
and one of the founder members of Bangladesh
He has been playing a vastly important role in
Business Council. revolutionizing the Remittance Business Zone in
Italy and all around the world; some of his other
business affiliations are as follows:

‹ Chairman, National Exchange Company

S.R.L, Italy
‹ Chairman, Popular Travels and Tours, Italy
‹ Director, Farazy Hospital and Diagnostics
Ltd, Bangladesh

NRB Bank Limited

31
 Dr. Nesar Ahmed Naveed M
Choudhury Rashid Khan Badiuzzaman
Director Director Director

Dr. Nesar Ahmed Choudhury is a Member of Mr. Naveed Rashid Khan is a Member of the Mr. M Badiuzzaman is a Member of the Board
the Board of Directors of NRB Bank Limited. Board of Directors of NRB Bank Limited. of Directors of NRB Bank Limited.
Dr. Choudhury is General Practitioner and Mr. M Badiuzzaman is a versatile and
has been Principal partner and a tutor at He holds a Bachelor’s of Social Science in
experienced business professional with
Manchester Medical School. Economics and Business Finance from Brunel
extensive knowledge and networking capacity
University, London, United Kingdom.
Dr. Choudhury is a dual citizen of the UK and to revolutionize business decision-making in
Bangladesh. He is the current president and Mr. Khan is a second generation entrepreneur international trade, commerce and the finance
in his family business whose entity is one of the industry.
director of Bangladesh Medical association
in the U.K. limited, former General Secretary largest He is a proficient businessman involved with
of the Bangladesh Medical Association (UK), Commodity Trading Houses in Asia, dealing in local and overseas companies in Bangladesh
Ex-Governor of Mersey Vale Primary School, Fertilizer and Fertilizer raw materials, and food and Singapore. His business affiliations are:
Heaton Mersey, Stockport UK and one of the grains such as rice, wheat and sugar. Chairman, Advance Homes Pvt. Ltd., Bangladesh
Shareholders of Solace Services Limited, UK. He (Residential and Commercial Real-Estate
is involved in other Bangladesh Welfare Services. Mr. Khan founded his own company, Commodity Development and Consultancy in Bangladesh)
First DMCC in Dubai, UAE, and is now Chairman, Strategic Enterprises Pvt. Ltd.,
He has completed his MBBS from Sylhet MAG Bangladesh (lmporter and Consultancy Firm
established there specialized in trading with new
Osmani Medical College, Bangladesh and his in Bangladesh) Managing Director, Tania
markets such as Europe, Africa, Nepal, India and
MRCGP from the UK. international Pte. Ltd., Singapore (Export-
Sri Lanka. His company is also highly involved in
supplying Fertilizers to the Bangladesh market lmport and trading of Commodities and
both to the public and private sector. Business Consultancy in Singapore since 1990)
Managing Director, Tania Development Pte.
Mr. Khan is a keen traveler and has been Ltd., Singapore (Commercial & Industrial Real
fortunate enough to study in Bangladesh, Estate Management Company in Singapore
Malaysia, Australia and the United Kingdom. since 2008) Executive Chairman, Pay Union
This has enabled him to develop a practical BD limited, Bangladesh (3rd party payment
knowledge of the global world today and the processor and switch)
importance of reaching out to international Mr. M Badiuzzaman is a Graduate from Dhaka
markets to be successful. University and holds corporate/individual
In his private time, Mr. Khan is a keen enthusiast membership of Singapore Business Federation
in natural photography and has attained several (SBF), Singapore, Textile & Fashion Federation
diploma certifications from Alliance Francaise, (TAFF), Singapore, International Business Forum
Dhaka in this field. He has also participated in of Bangladesh (IBFB), Real Estate and Housing
Association of Bangladesh (REHAB), Dhaka
various Photography Exhibitions.
a n n u a l r e p o r t 2020

Chamber of Commerce and Industry (DCCI) and

He is a member of the Baridhara Society, Uttara Indian Importers of Chambers of Commerce &
Club and Gulshan Club. Industry (IICCI BD).

32
 Humayen Mohammed Dr. Ehsanur
Kabir Khan Giash Uddin Rahman
Director Director Director

Mr. Humayen Kabir Khan is a Director of Mr. Mohammed Giash Uddin is a Director of Dr. Ehsanur Rahman is a Director of NRB Bank
NRB Bank Limited and a Member of Audit NRB Bank Limited. He is one of the Members Ltd and one of the Members of the Executive
Committee of the Board. of Audit Committee of the Board of Director of Committee of the Board of Directors.
the Bank.
A young, energetic and promising entrepreneur He has obtained his M.B.B.S from Padmashree
Mr. Humayen is an able successor of his father Mr. Giash Uddin is a Non-resident Bangladeshi Dr. D.Y Patil University, India and MSc in Health
Late Mr. Fazlur Rashid Khan who was a sponsor resides in the UK. He comes of a noble Muslim Management City University London, UK.
director of the Bank. While contributing to the family of Sylhet, Bangladesh. He is the proprietor
Bank as one of its Directors, he is steering of retail outlet Poundsaver which is located in Dr. Rahman is a Non-resident Bangladeshi who
the business of his late father skilfully aiming London, United Kingdom. He is also associated resides in Dubai, UAE. He is a third-generation
towards bringing them to new heights. with business forums and socio-cultural entrepreneur in his family fragrance industry
organizations. He is married to Mrs. Salma business. He pursued with passion in his
Currently, he is associated with following traditional family-owned business; Al Haramain
Khatun and is blessed with two sons.
organizations: Perfumes which was established in the holy city
‹ Owner, Khan and Son Services Inc of Makkah, Kingdom of Saudi Arabia in the year
‹ Owner, Khan and Son Property LLC 1970.
‹ Owner and CEO, Estate of Fazlur Khan
Currently, he is associated with following
organizations:
‹ Director, Al Haramain Trading Company
LLC, Dubai
‹ Managing Director, Al Haramain Hospital
Pvt. Ltd, Bangladesh.
‹ Director, Al Haramain Perfumes Pvt. Ltd,
Bangladesh
‹ Director, Hamidia Tea Company Ltd,
Bangladesh
‹ Shareholder, NRBC Bank Ltd, Bangladesh
‹ Member, NRB CIP Association
‹ Member, Bangladesh Business Council,
Dubai, UAE

Dr. Rahman is also associated with other

business forums and socio-cultural organizations
in Bangladesh and abroad.

NRB Bank Limited

33
 Mohammed Md. Abdul Jalil Md. Motior
Ashfaqur Rahman Chowdhury Rahman
Director Independent Director Independent Director

Mr. Mohammed Ashfaqur Rahman is a Director Mr. Abdul Jalil Chowdhury is an Independent Mr. Md. Motior Rahman is an Independent
of NRB Bank Limited and Director of NRB Bank Director of NRB Bank Limited and also a Director of NRB Bank Limited and also
Securities PLC. member of Executive Committee and Risk a member of Audit Committee and Risk
He holds a Bachelor’s of Science in Marketing Management Committee of the Board of Management Committee of the Board of
and Master of Business Administration from Directors of NRB Bank Limited. Directors of the Bank.
SUNY Oswego, New York, USA. A postgraduate in Physics from Rajshahi A postgraduate in Accounting from Dhaka
Mr. Rahman is a Non-resident Bangladeshi who University, he started his career in 1977 as University, he started his Banking career in 1973
resides in Dubai, UAE. He is a third-generation Probationary Officer in Janata Bank Limited and as Probationary Officer in Pubali Bank Limited
entrepreneur in his family fragrance industry retired as Additional Managing Director from and retired as Managing Director from Jamuna
business. He pursued with passion in his Mercantile Bank Limited in 2016. Bank Limited in 2012.
traditional family-owned business; Al Haramain During his 39 years of long service period, he During his 40 years of long service period, he
Perfumes which was established in the holy city served a number of reputed Banks i.e. Janata served a number of reputed Banks i.e. Pubali
of Makkah, Kingdom of Saudi Arabia in the year Bank Limited, National Bank Limited, Southeast Bank Limited, Islami Bank Bangladesh Limited,
1970. Bank Limited and lastly Mercantile Bank Limited Prime Bank Limited and lastly Jamuna Bank
Currently, he is associated with following in various capacities. Limited in various capacities.
organizations:
‹ Director, Al Haramain Trading Company
LLC, Dubai
‹ Director, Al Haramain Perfumes Pvt. Limit-
ed, Bangladesh
‹ Director, Al Haramain Hospital Pvt. Ltd.,
Bangladesh
‹ Shareholder, NRBC Bank Limited, Bangla-
desh
‹ Member, NRB CIP Association
‹ Member, Bangladesh Business Council,
Dubai, UAE

Mr. Ashfaqur Rahman is also associated with

other business forums and socio-cultural
organizations in Bangladesh and abroad.
a n n u a l r e p o r t 2020

34
 Dr. Md
Kamrul Ahsan
Independent Director

Dr. Md Kamrul Ahsan is an Independent Brahmanbaria district. He was Additional Deputy

Director of NRB Bank Limited. Commissioner and Additional District Magistrate
at Manikganj district and Additional Deputy
Dr. Md Kamrul Ahsan was born in 1961 in a Commissioner (General) in Dhaka district. He
respectable family under Lakshmipur district. also served as one of the Directors in the Prime
His primary education started in his native Minister’s Office. He was in lien and worked
Mamoon
village Nandanpur in Lakshmipur. He passed in the United States of America for five years. Mahmood Shah
Secondary School Certificate examination in He was Deputy Secretary, Joint Secretary and Managing Director & CEO
the first division in 1976 from Dalal Bazar N.K. Additional Secretary in the Roads and Highways
High School. Later, he graduated in Agricultural Division under the Ministry of Road Transport Mr. Mamoon Mahmood Shah has been
Economics (Hons) from Bangladesh Agricultural and Bridges. Dr. Md Kamrul Ahsan was also appointed as Managing Director & CEO of NRB
University and did his Masters degree in Bank Limited
the Chairman of Bangladesh Road Transport
Agricultural Economics from the same university. Authority (BRTA). A Postgraduate in Accounting from the University
Dr. Ahsan joined in Bangladesh Civil Service in of Dhaka, Mr. Mamoon Mahmood Shah started
In his professional career Dr. Ahsan visited
Administration Cadre as Assistant Commissioner his banking career as Probationary Officer
many countries like India, Pakistan, Thailand,
and Magistrate in 1988 through a competitive of IFIC Bank Ltd. Mr. Mahmood joined NRB
Myanmar, Vietnam, China, Malaysia, Singapore,
regular BCS examination. He started his job as Bank Limited as Additional Managing Director
Philippines, japan, Netherlands, France,
Assistant Commissioner in Sirajganj Collectorate. in 2019. He has to his credit a wide range of
Germany, Switzerland, Belgium, Turkey, U.A.E,
He served as first class Magistrate in Ullahpara banking experience of more than 30 years which
Qatar, USA, UK, Australia and Canada.
upazila and as Upazila Magistrate in Shahzadpur includes serving in key positions in a number of
upazila under Sirajganj district. He served as Dr. Md Kamrul Ahsan was a brilliant civil servant both local and multinational banking institutions
Assistant Secretary/Senior Assistant Secretary of BCS (Admin) Cadre. He served as an honest, such as EBL, HSBC, Standard Chartered, ANZ
in the Ministry of Food, Finance, Planning and dedicated and efficient public servant for long Grindlays, etc. Mr. Shah also held the position of
Home Affairs. 32 years in Bangladesh Civil Service. He was MD & CEO of ICB Islamic Bank, National Finance
awarded National Integrity Strategy (NIS) prize Ltd., GSP Finance.
Dr. Md Kamrul Ahsan did his MS degree in for his honesty and dedication.
Development Studies from the Institute of Social
Studies (ISS) from Netherlands. He also did his Dr. Ahsan is married and has two sons.
Ph.D. in Environmental Science. He studied in
Macquarie University and University of New
England, Australia. He got trained in many
contemporary administrative and management
issues from various countries like Thailand,
Japan, China, Philippines, Vietnam, India etc.
Dr. Ahsan was UNO at Kasba upazila under

NRB Bank Limited

35
 Sponsors &
Shareholders

Mohammed Mohammed
Mahtabur Rahman Tateyama Kabir Khandakar R. Amin
Jamil Iqbal
USA Japan USA
UK

Imtiaz Ahmed Ali Ahmed Iqbal Ahmed OBE DBA Mohammed Jahed Iqbal
UK UK UK UAE

Mohammed Dr. Nesar Ahmed Naveed

a n n u a l r e p o r t 2020

Abdul Karim
Idrish Farazy Choudhury Rashid Khan
UAE
Italy UK UAE

36
 M Badiuzzaman Humayen Kabir Khan Mohammed Mohammed
Singapore USA Giash Uddin Ehsanur Rahman
UK USA

Mohammed Ashfaqur Kamal Ahmed Bilal Ahmed Nazrul Islam

Rahman UK UK Italy
USA

Dr. A.B.M. Badrul Amin Dr. Abul Kashem Mohammed Emdadur

Siddique Mohammed Zakaria Nazam Uddin Hifzur Rahman
UK UK UK UK

NRB Bank Limited

37
 Mohammed Shabbir Ahmed
Rafiqul Islam Nafih Rashid Khan
Enamur Rahman Choudhury
UK UK
UK UK

Salim Mohammed Rafique Gulam Jilani

Rabin Paul Monir Ali
Chowdhury Miah Mahbub
UK UK
UK UK UK

Misbah Dr. Mahiul Muhammed

a n n u a l r e p o r t 2020

Helal Rahman Dulal Ahmed Mosharraf Hossain

Abu Sadath Khan Muqit
UK UK Canada
UK UK

38
 Abdul Abu Taher Shahela Ferdush Mohammed
Quayum Khalique Mohammed Amanullah Rahman Emadur Rahman
UK Singapore USA USA

Bayzun N
Nasrat Khalil Chowdhury Ehsanuzzaman Rajib Aminur Rashid Khan Navil Aman Moushum
Chowdhury
UK Singapore BD Singapore
USA

Najib Zaman Farhana Ahmed Rafa Jaigirdar Mohammed Oliur Rahman Manzur Ahmed Iqbal
Singapore UAE UAE UAE UK

NRB Bank Limited

39
 Rubayeth Kamal Shahanara khan Farhana Parvin Kamrun Nahar Khan
UK USA Chowdhury USA
USA

Rina Akter Khan Alomgir Kabir Khan Jahangir Kabir Khan Munira Rahman
BD BD BD USA
(Represented by Rina Akter Khan) (Represented by Rina Akter Khan)
a n n u a l r e p o r t 2020

Sameera Rahman Zahara Rahman Tanjina Rahman Salma Iqbal Nasrin Sulthana Kamal
USA Chowdhury UAE UK UK
USA

40
Board
Committees

EXECUTIVE
COMMITTEE

Chairman
Mr. Khandakar R. Amin
Vice Chairman
Mr. Mohammed Jahed Iqbal

Members
Mr. Tateyama Kabir
Mr. Abdul Karim
Mr. Ali Ahmed
Mr. Mohammed Ehsanur Rahman
Mr. Md. Abdul Jalil Chowdhury

NRB Bank Limited

41
 AUDIT
COMMITTEE

Chairman
Mr. Imtiaz Ahmed

Vice Chairman
Mr. Mohammed Jamil Iqbal

Members
Mr. Humayen Kabir Khan
Mr. Mohammed Giash Uddin
Mr. Md. Motior Rahman
a n n u a l r e p o r t 2020

42
RISK MANAGEMENT
COMMITTEE

Chairman
Mr. Ali Ahmed

Vice Chairman
Mr. Mohammed Jahed Iqbal

Members
Mr. Tateyama Kabir
Mr. Md. Abdul Jalil Chowdhury
Mr. Md. Motior Rahman

NRB Bank Limited

43
 Senior
Management
Team

Mr. Mamoon Mahmood Shah

Managing Director & CEO

Mr. Md. Abdul Wadud Mr. Md. Shakir Amin Chowdhury

Deputy Managing Director Deputy Managing Director

Mr. Mohammed Shaukat Ali Mr. A. H. M. Morshed

SVP & Head of RMD & Basel Unit SVP & Head of Credit Administration

Mr. Mohammad
Mashiur Rahman Khan Mr. Md. Sahidul Islam
a n n u a l r e p o r t 2020

SVP & In-Charge of CRM SVP & In-charge of Corporate Banking Division

44
Mr. Badal Kumar Nath, FCA Mr. Md. Hasanul Haque
SVP & In-Charge of ICCD SVP & Company Secretary

Mr. Oli Ahad Chowdhury Mr. Abu Md. Sabbir Hassan Chowdhury
SVP & Head of Retail Banking SVP & Head of IT & ADC Operations

Mr. Mir Shafiqul Islam Mr. Md. Kamrul Hasan

SVP & Head of Cards SVP & Chief Financial Officer

Mr. Md. Shafiul Azam Mr. Abul Quasem Md. Safiullah

SVP & In-charge of SME Banking SVP & Head of Islamic Banking

Mr. Imteeaz Ahmed

VP & Head of Human Resource

NRB Bank Limited

45
 Directors’
Report

In the beginning, we the Board of Directors, welcome all of you to the 8’th
Annual General Meeting of NRB Bank Limited. We express our deepest
condolences to those who have lost their near and dear ones during the
Covid-19 pandemic and wish everyone good health and safety. In presenting our
Annual Report for your kind consideration and adoption, we really feel a delight.
We acknowledge continuous assistance of valued Shareholders, who were
always there for us with their trust and support. This Report contains Auditors’
Report, Directors’ Report, Management Analysis of Business, Audited Financial
Statements of the Bank. Hope it will provide you with the true picture of the
Bank’s performance, development and Market position of the Bank in this era of
stringent competition.
A review of business and financial performance along with a brief overview of the performances policy measures put in place by the concerned
of the world and Bangladesh economy during 2020 and outlook for 2021 are also included in this government; and (iv) support received from
report. the government. Despite some positive signs,
the sustainable recovery route for majority
The Global Economic Outlook: A Changed World
of countries and most sectors is dependent
As the health and human toll grows, the economic damage is already evident and represents the on many factors and remain uncertain. In the
largest economic shock the world has experienced in decades. course of the recovery, the need for appropriate
policy measures is thus of critical importance.
The June 2020 Global Economic Prospects describes both the immediate and near-term outlook
Indeed, appropriate policies can expedite
for the impact of the pandemic and the long-term damage it has dealt to prospects for growth.
recovery in a sustainable manner. Moreover,
The baseline forecast envisions a 5.2 percent contraction in global GDP in 2020, using market
much of it also depend on the scale and timing
exchange rate weights-the deepest global recession in decades, despite the extraordinary efforts
of policy responses. Against this backdrop, this
of governments to counter the downturn with fiscal and monetary policy support. Over the longer
section provides a brief description of the paths
horizon, the deep recessions triggered by the pandemic are expected to leave lasting scars through
of economic recovery.
lower investment, an erosion of human capital through lost work and schooling, and fragmentation of
global trade and supply linkages. However, emerging market economies and
low-income developing countries have been
According to the UN forecasts, the US economy will grow 3.4% in 2021 after shrinking 3.9%
hit harder and are expected to suffer more
in 2020, Developing countries saw a less severe contraction of 2.5% last year, and the UN is
significant medium-term losses. Many countries,
forecasting 5.7% rebound in 2021.
particularly low-income developing economies,
In 2020, the global Gross Domestic Product (GDP) decreased by 3.5 percent, while the forecast for entered the crisis with high debt that is set to
this year was 2.9 percent GDP growth. According to the forecast for 2021, the global GDP should rise further during the pandemic. The global
increase by 5.8 percent in that year. community will need to continue working closely
to ensure adequate access to international
As of May 2021, most G20 member countries had committed to fiscal stimulus packages in order
liquidity for these countries. Global cooperation
to attempt to soften the effects of the pandemic. Japan had passed the fiscal stimulus packages
will be essential for supporting vulnerable
amounting in total to about 56.09 percent of its gross domestic product (GDP). These packages were
populations and achieving a sustainable and
valued at about 308 trillion Yen (2.83 trillion U.S. dollars).
inclusive global recovery. In light of substantial
The global economy has been gravely affected by the COVID-19 pandemic. Nearly a year fiscal constraints and high debt levels, globally
later after the pandemic had first made its presence known, the global economy is perhaps showing coordinated debt relief, predicated on debt
some signs of economic recovery. Global economic output is projected to increase by 4 percent transparency, could help many economies
in 2021 even though the growth rate is 5 per cent below pre-pandemic estimates (World Bank, particularly LICs and provide much-needed fiscal
2021). However, the recovery is expected to be uneven across the world as some economies will resources to support social protection programs.
regain output faster than others depending on the extent of the loss and their capacity to recover. More broadly, deeper global collaboration will
Developed countries (3.1 per cent) are expected to experience a slower pace of recovery be needed to develop equitable and sustainable
compared to developing countries (5.7 per cent) (UNCTAD, 2020). This has significant solutions to the world’s most pressing long-term
implications for many economies including Bangladesh. The growth outcomes in China, the challenges, including tackling climate change
European Union and the United States directly affect the South Asian countries through impacts and eliminating extreme poverty.
on export demand, remittances and access to foreign financing (World Bank, 2016). Moreover,
Coronavirus (COVID 19) Pandemic- A Global
a n n u a l r e p o r t 2020

within the country, economic recovery may not follow the same pace and pattern across sectors.
Threat
Several factors have implications for the recovery of economic sectors including: (i) extent of loss
due to the pandemic; (ii) size of the business/firm in terms of investment and returns; (iii) type of COVID-19 is not only a global pandemic and

46
public health crisis; it has also severely affected in external demand depress activity. Assuming that the outbreak remains under control and activity
the global economy and financial markets. recovers later this year, China is projected to slow to 1 percent in 2020 - by far the lowest growth it
has registered in more than four decades.
The COVID-19 pandemic has spread with
astonishing speed to every part of the world Historic contraction of per capita income
and infected millions (Figure 1.1.A). The health
Advanced economies are projected to shrink 7 percent. That weakness will spill over to the outlook
and human toll is already large and continues to
for emerging market and developing economies, who are forecast to contract by 2.5 percent as they
grow, with hundreds of thousands of deaths and
cope with their own domestic outbreaks of the virus. This would represent the weakest showing by
many more suffering from diminished prospects
this group of economies in at least sixty years.
and disrupted livelihoods. The pandemic
represents the largest economic shock the Every region is subject to substantial growth downgrades. East Asia and the Pacific will grow by a
world economy has witnessed in decades, scant 0.5%. South Asia will contract by 2.7%, Sub-Saharan Africa by 2.8%, Middle East and North
causing a collapse in global activity (Figures Africa by 4.2%, Europe and Central Asia by 4.7%, and Latin America by 7.2%.  These downturns are
1.1.B and 1.1.C). Various mitigation measures expected to reverse years of progress toward development goals and tip tens of millions of people
- such as lockdowns, closure of schools and back into extreme poverty.
non-essential business, and travel restrictions
The pandemic has caused per capital incomes to fall in more than 90 percent of EMDEs, tipping
- have been imposed by most countries to limit
millions back into poverty. For more than a quarter of EMDEs, the pandemic is expected to erase at
the spread of COVID-19 and ease the strain
least 10 years of per capita income gains and, in about two-thirds of EMDEs, per capita incomes are
on health care systems. The pandemic and
projected to be lower in 2022 than they were in 2019.
associated mitigation measures have sharply
curbed consumption and investment, as well Looking at the speed with which the crisis has overtaken the global economy may provide a clue to
as restricted labor supply and production. The how deep the recession will be. The sharp pace of global growth forecast downgrades points to the
cross-border spillovers have disrupted financial possibility of yet further downward revisions and the need for additional action by policymakers in
and commodity markets, global trade, supply coming months to support economic activity.
chains, travel, and tourism.
Global Trade
Financial markets have been extremely volatile,
Global trade collapsed last year as border closures and supply disruptions interrupted the
reflecting exceptionally high uncertainty and
international provision of goods and services. Goods trade fell more rapidly and recovered more
the worsening outlook. Flight to safety led to a
swiftly than during the global financial crisis, while services trade remains depressed. Relative
sharp tightening of global and EMDE financial
strength in manufacturing, alongside persistent weakness in services, reflects the unusual nature
conditions. Equity markets around the world
of the recession, which has shifted consumption patterns toward goods and away from services
plunged, spreads on riskier categories of debt
requiring face-to-face interactions. Continued impediments to international travel and tourism are
widened considerably, and EMDEs experienced
contributing to persistent weakness in services. Trade policy uncertainty has fallen from its highs in
large capital outflows in much of March and
2019 but is still above historic norms, in part due to the potential of renewed trade tensions between
April that bottomed out only recently. Commodity
major economies.
prices have declined sharply as a result of falling
global demand, with oil particularly affected. The Financial markets
Many countries have provided large-scale Global financial markets have been heavily impacted by the effects of COVID-19 spread. As the
macroeconomic support to alleviate the numbers of cases started to increase globally, mainly through the US, Italy, Spain, Germany, France,
economic blow, which has contributed to a Iran, and South Korea, the world financial and oil markets significantly declined. Second and third
recent stabilization in financial markets. Central infection waves have necessitated renewed restrictions in many countries since the October 2020
banks in advanced economies have cut policy World Economic Outlook (WEO) forecast. This stop-go rhythm means that recovery is uneven and
rates and taken other far-reaching steps to far from complete. Although GDP, in general, recovered stronger than expected in the second half of
provide liquidity and to maintain investor 2020, it remains significantly below pre-pandemic trends in most countries.
confidence. In many EMDEs, central banks
Emerging market and developing economies will be buffeted by economic. Major central banks are
have also eased monetary policy. The fiscal
assumed to maintain their current policy rate settings throughout the forecast horizon to the end of
policy support that has been announced already
2022. As a result, financial conditions are expected to remain broadly at current levels for advanced
far exceeds that enacted during the 2008-09
economies while gradually improving for emerging market and developing economies. Within this
global financial crisis. In all, the pandemic is
latter group, differentiation between investment-grade sovereigns (who have been able to issue
expected to plunge a majority of countries
external debt in large amounts in 2020) and high-yield borrowers (many of whom are constrained
into recession this year, with per capita output
in their ability to take on additional debt and until recently have not accessed international markets
contracting in the largest fraction of countries
during the pandemic) is expected to subside as the recovery takes hold. As noted in the January
since 1870 (Figure 1.1.F). Advanced economies
2021 Global Financial Stability Report Update, markets remain upbeat about prospects for 2021,
are projected to shrink by 7 percent in 2020, as
banking on continued policy support. Aggressive policy actions by central banks kept the global
widespread social-distancing measures, a sharp
financial system from falling into crisis last year. Financial conditions are generally loose, as
tightening of financial conditions, and a collapse
suggested by low borrowing costs, abundant credit issuance, and a recovery in equity market

NRB Bank Limited

47
 valuations amid positive news about vaccine in 2020, as domestic demand and supply, trade, and finance have all been severely disrupted.
developments. This masks rising underlying Assuming that the pandemic does not lead to lasting damage to financial systems, growth is
vulnerabilities, however, including rising debt expected to rebound in 2021, aided by unprecedented support from fiscal, monetary, and financial
levels and weakening bank balance sheets. sector policies. In China, output appears to be recovering from the large drop at the start of the year,
but the strength of the expected rebound is uncertain
Banks’ capital buffers are under pressure due to
falling profitability and asset quality deterioration. Advanced Economies
Defaults have already surged in the hardest-
Advanced economies have faced a very substantial slump in activity as they grapple with the
hit sectors and countries, and rising credit
farreaching consequences of the pandemic. As a result, advanced-economy output is now projected
downgrades point to further strains in the future.
to slow dramatically, from an expansion of 1.6 percent in 2019 to a contraction of 7 percent in 2020
These developments reduce the resilience
- 8.4 percentage points below January forecasts.
of financial systems, particularly in countries
with weaker banking systems or without the United States
policy space to provide sufficient support to
The domestic COVID-19 outbreak and associated large-scale pandemic-control measures have
stressed financial institutions. The potential for
massively disrupted activity. High-frequency service sector indicators point to an unprecedented
additional fiscal support and improved pandemic
collapse, especially for services and travel. Compared to the global financial crisis, weekly
management during the forecast horizon
unemployment claims have risen much faster, while industrial production and retail sales have fallen
could result in stronger than expected growth
much more sharply. Meanwhile, the collapse in oil prices has depressed investment in the highly
outcomes.
leveraged U.S. shale oil sector. The Federal Reserve has cut rates to near-zero, and announced far-
Commodity markets reaching measures to stabilize the financial system. The latter include unlimited purchases of U.S.
government debt and mortgage-backed obligations, as well as large-scale purchases of corporate
Most commodity prices rebounded in the
bonds and of securities issued by lower levels of government. The U.S. government has also
second half of last year; however, the pickup
provided fiscal support approaching $3 trillion, including over $1 trillion in loans to firms and to state
in oil prices lagged the broader recovery in
and local governments. Further measures, such as another round of direct transfers to households,
commodity prices due to the prolonged impact
are under consideration.
of the pandemic on global oil demand. Crude oil
prices averaged $41/bbl in 2020, a 34 percent U.S. GDP is expected to contract by 6.1 percent in 2020 - 7.9 percentage points below previous
fall from 2019. Oil demand fell 9 percent last forecasts, reflecting the severe consequences of the pandemic in the first half of the year, and an
year the steepest one-year decline on record as assumed gradual recovery in the second half. It is subsequently projected to rebound to 4 percent
a result of pandemic-control measures and the in 2021, as large-scale policy support gains traction, amid an assumed recovery in consumer and
associated plunge in global demand, which was investor confidence.
partly offset by histori- cally large production
Euro area
cuts among OPEC+. Oil prices are forecast
to remain close to current levels and average Following the historic pandemic-induced collapse, an emerging rebound in economic activity in the
$44/ bbl in 2021 before rising to $50/bbl in third quarter of last year was cut short by a sharp resurgence of COVID-19, which prompted many
2022. The main risk to this forecast relates to member countries to re impose stringent lockdown measures. Several service sectors vital to the
the evolution of the pandemic, with oil demand area’s economy - tourism in particular - remain depressed and are unlikely to recover until effective
particularly susceptible to lockdown measures management of the pandemic improves confidence in the safety of face-to-face interactions. Despite
and reduced mobility; however, positive vaccine a worsening pandemic, manufacturing has continued to recover, supported by strengthening foreign
news has reduced this risk somewhat. Base demand. In all, following a sharp contraction of 7.4 percent in 2020, growth is forecast to rebound
metal prices were, on net, broadly flat in 2020, to 3.6 percent in 2021, underpinned by improved COVID-19 management, an initial vaccine rollout,
as sharp falls in the first half of the year were and rising external demand, particularly from China. Growth is projected to strengthen further to
followed by a strong recovery in the second half. 4 percent in 2022 as widespread vaccination contributes to firming consumption and investment
Prices are expected to increase 5 percent in - still above potential growth, but leaving output 3.8 percent below pre-pandemic trends Japan
2021 alongside the expected rebound in global Early effective management of COVID-19, coupled with unprecedented fiscal support, powered a
demand. Agricultural prices rose 4 percent in rebound in activity in the third quarter of 2020. This nascent recovery quickly lost momentum as a
2020, largely driven by supply shortfalls and resurgence of COVID-19 dampened consumption, even though the manufacturing sector continued
stronger-than-expected demand in edible oils to firm. After contracting by an estimated 5.3 percent in 2020, activity is expected to expand by 2.5
and meals. Agricultural prices are forecast to see percent in 2021 as additional fiscal stimulus is implemented and, with new COVID-19 cases brough
a further modest increase in 2021. down to low levels, pandemic-control measures are gradually phased out. Growth is projected to tick
down to 2.3 percent in 2022, leaving output 2.4 percent below its pre-pandemic trend.
Major economies: Recent developments and
outlook China
All major economies have experienced Growth decelerated to an estimated 2 percent in 2020 - the slowest pace since 1976 but above
a n n u a l r e p o r t 2020

COVID-19 outbreaks, of varying intensity. Output previous projections, helped by effective control of the pandemic and public investment-led stimulus.
in advanced economies is set to contract sharply The recovery has been solid but uneven, with consumer services trailing industrial production.

48
For most of last year, import growth lagged a as by sizable fiscal packages, which increased capital on health and information technology.
rebound in exports, contributing to a widening
Bangladesh Economy
current account surplus. Accommodative fiscal
and monetary policies led to a sharp increase Bangladesh economy is still reeling from the adverse consequences of the ongoing COVID-19
in the government deficit and total debt. Fiscal pandemic as manifested by key macroeconomic and sectorial performance indicators. Although,
policy support, which initially focused on in terms of GDP, Bangladesh was an outlier as one of the very few countries which posted positive
providing relief and boosting public investment, growth rates in 2020, there are reasons for concern as one examines the underlying factors that
is starting to moderate. Growth is forecast to informed economic performance as the country moves towards the end of FY2021. The key question
pick up to 7.9 percent in 2021, above previous here is whether the economy has been able to overcome the initial stress, make a turnaround and is
projections due to the release of pent-up set on the course for rebound and recovery.
demand, and moderate to 5.2 percent in 2022
The outgoing year 2020 was a challenging one for Bangladesh. In fiscal year 2020, prior to the
as deleveraging efforts resume. Even as GDP
outbreak of the pandemic, the Bangladesh economy was somewhat under stress due to the weak
returns to its pre-pandemic level in 2021, it is
performance of a few economic indicators such as exports, imports, private investment, foreign
still expected to be about 2 percent below its
direct investment, and revenue mobilization. Besides, the banking sector was suffering from high
pre-pandemic projections by 2022, with the
non-performing loans (NPL). Bangladesh’s GDP growth is forecast to slow down to 1.6 per cent in
crisis accentuating preexisting vulnerabilities and
the fiscal year 2021 as the country struggles with the devastating impact of the lingering Covid-19
imbalances.
pandemic, the World Bank said in its twice-a-year-regional update. The latest South Asia Economic
Emerging market and developing economies Focus report also warns of a hardest recession in South Asia, of which Bangladesh is a part.
Bangladesh has achieved GDP growth at more than 6 percent on an average during the last decade.
Activity in EMDEs fell 2.6 percent in 2020 as
According to Bangladesh Bureau of Statistics (BBS), the GDP growth in FY2015- 16, FY2016-17
a result of the COVID-19 pandemic. Although
and FY2017-18 stood at 7.11 percent, 7.28 percent and 7.86 percent in FY2018-19 the GDP
aggregate EMDE growth is projected to pick
growth stood at 8.15 percent. As per provisional estimate of BBS, the GDP growth is 5.24 percent in
up to 5 percent in 2021 and moderate to
FY2019-20 which is the lowest since FY2008-09, this situation has been created mainly because of
4.2 percent in 2022, output will remain well
the outbreak of COVID-19 pandemic.
below pre-pandemic projections throughout
the forecast horizon. Progress on critical Growth of GDP by Sectors
development goals has been set back by several
Production based estimate of GDP encompasses 3 broad sectors which are agriculture, industry and
years, as the pandemic has disproportionately
service. Moreover, overall GDP consists of 15 sectors. Among these 15 sectors, 6 sectors are divided
affected vulnerable groups and is driving poverty
into different sub sectors.
rates sharply higher.
Agriculture Sector
Recent developments
At constant prices growth of agriculture and forestry sector under broad agriculture sector stood
The health and economic crisis triggered by
at 2.08 percent in FY2019-20, which was 3.15 percent in previous fiscal year. The growth of the
COVID-19 caused EMDE output to shrink an
three subsectors of agriculture and forestry sector i.e. crops and horticulture; animal farming;
estimated 2.6 percent in 2020 - the worst
forest and related services reached 0.89 percent, 3.04 percent and 6.36 percent respectively in
rate since at least 1960, the earliest year with
FY2019-20, which were 1.96 percent, 3.54 percent and 8.34 percent respectively in previous
available aggregate GDP data. Excluding the
fiscal year. Industry Sector Among the 4 sectors of broad industry sector, the growth rate of mining
recovery in China, the contraction in EMDE
and quarrying and construction sector moderated to 4.38 percent and 9.06 percent respectively
output last year is estimated to have been 5
in FY2019-20 from 5.88 percent 12.25 percent respectively from the previous fiscal year. On the
percent, reflecting recessions in over 80 percent
other hand, growth rate of ‘manufacturing’ and electricity, gas and water supply’ has slowed down
of EMDEs - a higher share than during the global
significantly compared to the previous fiscal year. Growth in natural gas and crude petroleum sub-
financial crisis, when activity shrank in about a
sector was (-) 0.51percent in FY2019-20, from (-) 0.79 percent in previous fiscal year. In addition,
third of EMDEs. Services activity contracted last
growth of other mining and coal sub-sector declined to 9.01 percent, from 13.08 percent in previous
year as consumers shifted away from activities
fiscal year. Similarly, growth of large and medium scale manufacturing sub-sector slowed down to
requiring face-to-face interactions amid severe
5.47 percent from 14.84 percent of previous fiscal; year.
and prolonged weakness in international travel.
In the average EMDE, services accounted for Service Sector
more than half of the value-added GDP prior
According to the provisional data, growth in broad service sector decreased to 5.32 in FY2019-20
to the pandemic. The relatively higher share in
compared to 6.78 percent in previous fiscal year. The output of the ‘wholesale and retail trade’,
countries dependent on tourism helps to explain
‘hotel and restaurants’ and ‘transport, storage and communication’ sector under broad service
why they have experienced relatively deeper
sector registered growth to 5.02 percent, 6.46 percent and 6.19 percent respectively in FY2019-
contractions Substantial macroeconomic support
20; which were 8.14 percent, 7.57 percent and 7.19 percent respectively in the preceding fiscal
helped soften the decline in activity. The fall in
year. The growth of ‘real estate, renting and business activities’ and ‘community, social and personal
investment was partly curbed by policy rate cuts
services’ sector decreased to 4.85 percent in FY2019- 20 from 5.23 in the previous fiscal year.
and macro prudential support measures, which
Like all other economies, ours has experienced pressure due to the disruption in economic activities
provided liquidity and promoted lending, as well
during the pandemic. Both domestic and global demand contracted. As our economy is integrated
NRB Bank Limited
49
 with the global economy, a downward trend economic recovery. In this regard, governance of the financial sector will also have to be ensured. In
was observed in case of exports, outflow of recent times, liquidity situation in the banking system has increased which led to low interest rates.
Bangladeshi migrants for work, and foreign This is due to weak investment demand and Bangladesh Bank’s measure to create liquidity space
investment. On the domestic front, depressed in commercial banks. The volume of the NPL in 2020 may not be a reflection of the real situation
domestic demand has been reflected through since Bangladesh Bank had frozen loan classification from January 1 to December 31, 2020 in view
low investment. Credit flow to the private sector of the pandemic. The embedded weakness of the sector emphasizes the need for reforming the
and import of capital machinery had been low. sector and establishing better governance in the system. Second, the anti-corruption drive should
Job losses by a large number of people had be continued and strengthened. Corruption in public investment projects reduces fiscal space.
also reduced demand. All these had an impact Studies have indicated how corruption affects growth. A large part of resources is also sent out of
on growth which was on an increasing trend the country illegally. By preventing corruption, resource efficiency and economic competitiveness
during the last decade. Thus, in fiscal year 2020, can be enhanced. Third, investment on human capital has been reinforced during the pandemic.
the growth of gross domestic product (GDP) The weaknesses in the healthcare system was evident during the pandemic management.
was 5.2 percent as opposed to 8.2 percent, Increased allocation for the health sector and appropriate utilization of the allocated resources are
which the government projected originally. essential. For human capital development, education is an important means. Improvement of human
Several studies have indicated that low growth resource capacity through skills development is the need of the hour. For a sustainable recovery
and slower economic activities had a knock-on from the pandemic, creation of opportunity is not enough. Access to opportunity for all has to be
effect on poverty, unemployment, education, ensured. This will also require quality education and technological skills. During the pandemic,
inequality and many social aspects. Due to digital technology has played a pivotal role in facilitating activities and connecting with the world.
government efforts combined with the hard work However, without affordable access to technology there may be a digital divide leading to further
of the people, the Bangladesh economy has inequality. Fourth, Bangladesh can also set a milestone on its 50th anniversary by initiating the
been less affected compared to other countries universal social protection scheme for the poor. The need for a comprehensive social protection
during the pandemic. Several international for all including those in the informal sector has been felt acutely during the ongoing pandemic.
organizations including International Monetary Fifth, 2021 is also an opportune moment for discarding the unsustainable way of development
Fund, World Bank, and Asian Development Bank which is based on destruction of natural resources and biodiversity. This pattern of development
have assessed the economic performance of creates inequality by depriving the poor to access the natural commons. To achieve sustainable
countries during the pandemic. Bangladesh’s development, the government has to work towards tackling climate change at the global level and
performance stands out amongst its peers. preventing environmental degradation at the domestic level. Bangladesh can make 2021 a year full
Despite the pandemic, agricultural production of opportunities by doing the above and much more.
has been exceptionally good - that helped
Banking Sector of Bangladesh
ensure food security. Remittances have soared
in recent months, foreign exchange reserve has Currently there are 61 Scheduled Banks are performing their Banking business in Bangladesh of
reached the highest level ever, exports picked which the numbers of Urban and Rural Branches are 5,224 and 4,890 respectively. Around 66.85%
up towards the end of the year and inflation of Total Assets and 66.14% of Total Deposits are being handled by PCBs. On the other hand, SOCBs
remained low. covers 26.16% of Total Assets and 27.02% of Total Deposits.
In view of this, Bangladesh looks forward to Bangladesh’s banking system is now faced with a slow-motion banking crisis principally at the
seeing brighter economic prospects in 2021. government-run banks along with some private sector banks. The current banking and non-banking
For Bangladesh, 2021 is also a special year. financial sectors are in the most vulnerable position. The situation is anything but getting any better
The country will celebrate the golden jubilee largely due to very fast credit growth and state directed lending and loan restructuring. All this raises
of its independence. This will be the year to the risk of a credit crunch.
celebrate our achievements in the last 50 years.
The term NPL can be a contested term in the context of Bangladesh in the sense that loans are not
This will also be an occasion to reflect on the
performing in the businesses loans were allocated for, therefore business enterprises defaulted or
constraints and commit ourselves to expedite
close to default. These high NPLs have wrecked profitability of the Banks. The overall “capital to risk
efforts to fulfil the unmet dreams in the next
weighted assets ratio” (CRAR), a key measure of bank strength and stability,” too has been affected
50 years. Bangladesh must also seize every
by NPL.
opportunity that comes in its way in the coming
years. Among a number of initiatives that are Single digit lending rate of 9.0 per cent is enforced from April 01, 2020 as per Bangladesh Bank
required to achieve the unfulfilled goals, a few circular (BRPD Circular No.03) published on 25-02-2020. All the scheduled banks able to charge
can be reiterated. First and foremost is the a maximum nine percent interest rate for lending, and six percent for deposit. Interest on deposits
need for institutional strengthening and reform. and loans is one of the important tools of the modern banking system. It greatly impacts the
For rebuilding the economy from the fallout of economy. The higher the rate of interest on loans the lower will be the investment and thereby it will
the pandemic, public expenditure is the key. negatively impact the economic growth. That’s why in general, lower rate of interest is expected to
Therefore, more fiscal room is to be created build a healthy economy and keep up the positive growth of the economy. Implementing single digit
through domestic resource mobilization and interest rate is turning out to be a challenging task as it is discouraging people from saving, creating
a n n u a l r e p o r t 2020

its efficient utilization. Fiscal discipline through temporary deposit crisis in banks and squeezing lending.
prudent fiscal management will be critical for
The Covid-19 crisis is affecting the Banking Sector as well as the entire economy of Bangladesh

50
and some key sectors of the economy are Syndication. As an unwavering financial partner with substantial underwriting capacity, the Bank
already experiencing a slowdown as a result of offers clients the necessary services to raise capital and debt from the market.
the pandemic. Manufacturing sector, Tourism,
Retail Banking Business
transport and civil aviation are already affected.
However, invisible impacts of Covid-19 are A large number of banks and non-banks have launched or re-launched retail products and are
expected in 2020 regardless of the duration of attempting to grow their share of the personal financial services market. Retail banking is much
the pandemic. The following economic impacts more than as opportunity to addressing dwindling margins. It is an imperative to preserve profits
may be faced by Bangladesh economy after the and market positions. Customers now have many more personal financial options, a growing credit
COVID-19 pandemic: culture, a willingness to switch between financial services providers, and a demand for lower interest
rates. As they witness these trends, banks realize that they cannot remain passive. NRBBL always
‹ Exports earnings of the country to be
emphasizes on developing flexible and customized retail products on sophisticated technology
reduced significantly in the upcoming year.
platform for its diversified products and services. The Bank with its expanded branch network,
‹ Inward remittance flows to be declined efficient workforce, Direct Sales Executives and Alternate Delivery Channels (ADCs) is facilitating the
sharply because of slowdown of world banking services at the doorstep of the customer.
economy.
NRB Bank Retail Product Line:
‹ Inflation rate will be mounted after the
Asset Products
Covid-19 pandemic.
The bank has a wide range of asset products to meet customer demands. The broad categories
‹ Gross Domestic productions (GDP) of the
under Consumer Credit Schemes are:
country will be lessened in next fiscal year.
‹ Personal Loan
‹ Liquidity crisis will be faced by commercial
banks. ‹ Auto Loan
‹ Private sector Credit growth of the Banks to ‹ Home Loan for renovation, construction and apartment purchase
be contracted.
‹ Secured Loan
‹ Unemployment rate will be soared up in
Liability Products
upcoming years.
The bank has wide variety of deposit products in its product line to satisfy the consumers of different
NRB Bank Limited – At a Glance
segments. Pearl Account especially for women, Power saver account, Amar shopno account (for
Corporate Banking underprivileged people), my early account and my future DPS for children of age below 18 and
investment savings account for the resident Bangladeshi investors for capital market purpose are
To meet the diverse financial needs of the
also there beyond general deposits products.
corporates, the Bank provides a broad spectrum
of products and services. With expertise, SME Business:
innovation and customization, the Bank
SME is one of the most significant contributors in attaining graduation of our country from Least-
simplifies the complexities of the financial
Developed Country to Developing country. SME financing uplifts our economy in a sustainable
world for the clients and helps them attaining
form through diversified portfolio, financial inclusion and employment generation. NRB Bank has
their desired objectives. The prime focus is on
strengthened its SME segment in parallel to accommodate the financial need of this thrust sector.
building and maintaining long-term mutually
We are giving special emphasize in manufacturing industries, women-led units and service oriented
beneficial relationship with the clients, and being
business initiatives. The bank has disbursed Loans to a large number of SME clients of various
a part of their journey towards development and
sectors/segments. NRB Bank is strengthening its business focus especially on SME Businesses
growth.
which will further enrich the SME portfolio of the Bank. In addition to the regular Deposit and Loan
NRB Bank has always been supporting the Products, we have introduced tailor-made products to cater to the need of SME Clients and widen its
Corporates through a wide range of conventional distribution network throughout the country.
Corporate Banking Products and Services
School Banking
along with cutting edge solutions through a
focused approach. On many occasions, NRB Since the inception of School Banking, NRB Bank launched School Banking Program and the Bank
Bank’s innovative and insightful support has successfully participated all school Banking conferences and seminars organized by Bangladesh
transformed corporate customers into market Bank in different divisions of the country. NRBBL is operating attractive school banking accounts
leaders. It has a proven track record as a book named after Student Banking titled “My Early Account” that can make banking easy and affordable
runner, mandated lead arranger and underwriter for students because our student banking gives them a simple, straight forward features and time
of Syndicated loans. Due to the long experience saving services to fit their needs as a modern citizen.
and flexible handling, the Bank can offer clients
tailored loans and facilities as well as a complete
service for complex transactions through

NRB Bank Limited

51
 Agent Banking Business banking trend and ATMs are becoming a major banking channel of choice for customers. We have
already implemented Online Bills Collection of DESCO. Any Visa Card cardholder around the globe
With a view to providing banking services to
can enjoy the NRB Bank ATM facilities.
the unbanked and underserved segment of
the society at the geographically dispersed NRB has also joined the National Payment Switch of Bangladesh (NPSB). Through this arrangement,
locations of our country, NRB Bank started its any member bank’s cardholder can withdraw money from NRB Bank’s ATMs as well as our
Agent Banking operation on 06th May, 2018 cardholders can withdraw money from other NPSB member banks’ ATMs.
at Amtoli Bazar, Bijoynagar, B.Baria on pilot
Green Finance: Sustainable Finance
basis. Later, the honourable Chairman of the
Bank, Mr. Mohammed Mahtabur Rahman As climate change has become the burning issue over the last decade, NRBBL management is
formally inaugurated the operations of NRB fully aware of the risk and also taking necessary steps to have an optimistic outcome on this issue.
Bank Agent Banking (Bondhu Agent Banking) on Complying with Bangladesh Bank’s green banking policy, NRB Bank is financing environment
22nd July, 2018 at Balinga Bazar, Beani Bazar, friendly projects (such as renewable energy projects, clean water supply projects, waste treatment
Sylhet. Since then, the Bank’s Agent Banking plant, solid waste disposal plant etc.) to ensure ecological balance From the very beginning of its
Division has successfully launched 304 (three journey NRB Bank Ltd. Adopted CSR and Green Banking practices and activities which are the key
hundred and four) Agent Outlets at 58 (fifty areas of Sustainable Finance. Each year the Bank contributes substantial amount of money towards
eight) Upazilas of 25 (twenty five) Districts in CSR activities. Since 2017, we have started direct Green Financing in environment friendly Brick
Bangladesh. manufacturing projects. From the inception of our Bank, top priority sectors of lending include SME
and Agricultural sector. Almost 50% of our total loans fall under SME category. Every year, we fulfill
Besides its Master and Unit Agents, NRB Bank
Agricultural and Rural Credit disbursement target and receive appreciation from Bangladesh Bank.
has also expanded its Agent Banking channel
We have already started Agent Banking activities which has major impact in financial inclusion of
through the Union Digital Centers (UDC) by
underprivileged and rural people. As a whole, we are committed towards establishing Sustainable
signing an Agreement with the Government’s
Finance in the country through integrating sustainability factors, i.e. environmental, social and
a2i Programme under ICT Ministry on 31 July,
economic considerations into our core banking activities and services.
2018. Other than this, for facilitating its Agent
Banking customers, NRB Bank has signed Preparation of Financial Statements
Agreements with various Government and
The financial statements prepared by the management present fairly its state of affairs, the result
Private Sector Bodies like, Rural Electrification
of its operations, cash flows and changes in equity. These statements have been prepared in
Board (REB), Ekpay Project under a2i, PayWell
accordance with the “First Schedule (Section-38) of the Bank Company Act 1991, BRPD circular
Bangladesh Limited etc.
# 14 dated 25 June 2003, the rules and regulations issued by Bangladesh Bank, International
Apart from Its regular Banking Services, NRB Financial Reporting Standards (IFRS) as adopted by the ICAB in the name of Bangladesh Financial
Bank Agent Banking Outlets are equipped Reporting Standards (BFRS), the Securities and Exchange Rules 1987, Dhaka and Chittagong
with various exceptional and customer friendly Stock Exchange’s listing regulations and relevant rules & regulations applicable in Bangladesh. The
banking products like, Weekly and Monthly financial statements of 2020 have been reviewed by the Audit Committee of the Board of Directors
DPS, Bondhu Sanchita Account (Special Savings of the Bank and then referred to the Board of Directors for its consideration. The external auditors,
Product for Women), Bondhu Double, Triple, M/s. Hoda Vasi Choudhury & Co., Chartered Accountants, appointed by the shareholders, have
Deer Gun and Monthly Benefits, Bondhu FDR certified the fairness of the financial statements for the year ended 31 December 2020.
and Lakhopati Schemes, Foreign Remittance
Maintaining Proper Books of Account
Payments, School Banking, BEFTN, RTGS and
Charge-free ATM Withdrawal Facilities etc., NRB Bank maintained proper books of accounts for its financial transactions occurred during the
which undoubtedly have made the name of NRB year 2020. The transactions are recorded as per guidelines stipulated by the Bangladesh Accounting
Bank a Brand in the arena of Agent Banking in Standard (BAS) and Bangladesh Financial Reporting Standards (BFRS) as applicable for the bank.
Bangladesh. The books of accounts have also been reviewed by the external auditors, M/s. Hoda Vasi Choudhury
& Co., Chartered Accountants.
Alternate Delivery Channel
Appropriate Accounting Policies
NRB Bank has established a wide network of
ATMs across the country covering both urban Appropriate accounting policies have been consistently applied, except for the changes disclosed
and rural areas. The Bank’s Card Division has in the financial statements in preparation of the statements and that the accounting estimates are
so far introduced Visa Debit Cards, Credit Cards, based on reasonable and prudent judgment. Bank records financial transactions on accrual basis
ATMs, SMS Banking, and Internet Banking with with required disclosures and also prepared the financial statements accordingly.
a 24-hour call center.
Follow up of IAS & IFRS in Preparation of Financial Statements
Automated Teller Machines (ATMs)
International Accounting Standards (IAS) and International Financial Reporting Standards (IFRS) as
NRB Bank now has a larger ATM network applicable in Bangladesh have been followed in preparation of the financial statements. However,
a n n u a l r e p o r t 2020

with 47 ATMs located across the country. The in case if requirement for provisioning and Circulars issued by Bangladesh Bank differs with those
increase of ATMs is changing the conventional of other regulatory authorities and accounting standards, Circulars issued by Bangladesh Bank has

52
prevailed. As such the Bank has departed from personnel are very much cautious to avoid any conflicts of interest in conformity with the prevailing
certain requirements of BFRS in order to comply rules and regulations. Related party transactions, when undertaken, are carried out on an arm’s
with the rules and regulations of Bangladesh length basis without any special benefit to the related party. All such transactions have been
Bank which are disclosed in notes to the approved by competent authority in compliance with Bangladesh Bank’s BRPD circular # 04 dated
financial statements. 23 February 2014. All related party transactions have been incorporated in Note-39 of the financial
statements.
Corporate Governance
Meeting of the Board
Corporate Governance reflects the built in value
system of the Bank in conducting its day to During the year 2020, the number of the meetings held by the Board of Directors was 21 (twenty
day affairs. NRB Bank recognizes the critical One) and that of the Executive Committee was 04 (four). The Audit Committee of the Board of
importance of effective Corporate Governance Directors held 05 (five) meetings and the Risk Management Committee of the Board sat for 06 (six)
for the safe and sound functioning of the Bank meetings during the period under report.
and lays emphasis on ensuring that structures,
Remuneration of Directors
processes and systems are put in place to
establish strategic objectives to serve the The Directors’ Remuneration for the year ended 31 December 2020 has been given in the financial
interest of the Bank and its stakeholders with a statements.
view to facilitate effective monitoring.
Dividend
Appointment of Auditors
The Board of Directors of the Bank has recommended 8.50% stock dividend for the year ended on
The external auditors are responsible for 31 December 2020. Operating profit stood at Tk. 950 Million at the end of the year 2020. Profit
reviewing the system of internal controls to before Tax stood at Tk. 949 Million at the end of year 2020 registering growth 113% compared to
form an opinion on the financial statements. last year. Profit after Tax (PAT) stood at Tk. 671 million posting growth 635 % compared to last year
M/s. Hoda Vasi Choudhury & Co., Chartered and retained surplus stood at Tk. 481 million registering growth 484% compared to last year 2019.
Accountants successfully conducted the
Annual General Meeting (AGM)
audit of NRB Bank for the year 2020. As per
provision of Bangladesh Bank Circular, they 8th Annual General Meeting of the Bank will be held on 15 July 2021 at 02 p.m. at Corporate
are eligible for reappointment and they have Head Office, Uday Sanz, Plot # 2/B, Road # 134, Block- SE (A), Gulshan South Avenue, Gulshan-1,
expressed their willingness for the next term. Dhaka-1212, Bangladesh. The Financial Statements were adopted in the 119th Meeting of the
The external auditors are responsible for Board of Directors held on 03 June 2021 for the presentation to and approval of the Shareholders in
reviewing the system of internal controls to the AGM.
form an opinion on the financial statements.
Shareholders’ value
M/s. Hoda Vasi Choudhury & Co., Chartered
Accountants successfully conducted the audit All of our actions must lead to an ultimate goal – maximization of shareholders’ value – for what we
of NRB Bank for the year 2020. As per provision exist and excel. With this in mind, we will concentrate on enhancing profitability to raise Earnings per
of Bangladesh Bank Circular, they are eligible Share, Dividend as well as confidence of the Shareholders.
for reappointment and they have expressed
NRBBL is a ‘Not Just Another Bank’ Trademark
their willingness for the next term. The Board
Audit Committee in its 41st meeting held on Together with you and our great team of banking excellence, we dream to build NRB Bank as a
26 April 2021 and subsequently the Board of Supremacy Brand in the country and even beyond across the border. Convincingly, a supremacy
Directors in its 119th Meeting held on 03 June brand caries enough strength to weather difficult times. The Board of Directors of NRB Bank aspires
2021 recommended to appoint M/s. Hoda Vasi to honor your dream to make the Bank ‘The First Choice of the Customers’ is the closest distant
Choudhury & Co., Chartered Accountants as future.
external auditors of the Bank for conducting
Thanks and Gratitude
audit for the year 2021.
We must express our gratitude to our respected shareholders, valued customers and all other
Retirement and Re-election of Directors
stakeholders for believing in the Bank’s Management. It goes without saying that we are so grateful
In the 8th Annual General Meeting, election to our dear colleagues for putting up a brave face, keeping the NRB spirit high and taking care
and re-election of Directors will be held as per of Customer’s Banking needs during the Covid-19 pandemic to make sure that the Bank remains
Companies Act 1994, Bank Companies Act successful in providing best in class service to its customers at all times. With our tireless endeavor,
1991, Bangladesh Bank’s Circular, Articles of we will lead to an ultimate goal-maximization of Shareholders’ value for what we exist and excel.
Association of the Bank and other prevailing
On behalf of the Board of Directors
rules & regulations.
Related Party Transactions
The Directors and other key Management Mohammed Mahtabur Rahman
Chairman of the Board of Directors

NRB Bank Limited

53
 Report of the Audit
Committee of the Board

The Audit Committee of the Board of NRB Bank Limited was formed by the
Board of Directors to provide independent oversight of the company’s financial
reporting, non-financial corporate disclosures, internal control systems and
compliance to govern rules and regulations in compliance with Bangladesh
Bank guidelines and Bangladesh Securities and Exchange Commission.
Following are the major objectives of the Audit Committee:

‹ To review the financial reporting process, system of internal control and approach to manage
risks, audit process, findings of Central Bank comprehensive audit and bank processes for
monitoring compliance with laws and regulations and its own code of business conduct;
‹ To assist the Board in fulfilling its oversight responsibilities including implementation of the
objectives, strategies and overall business plans set by the Board for effective functioning of the
Bank.
COMPOSITION OF THE AUDIT COMMITTEE AND QUALIFICATIONS
In compliance with the section 3.2 (i) of Corporate Governance Notification issued by BSEC on
07 August 2012 and Bangladesh Bank BRPD Circular No.11, dated 27 October 2013, the Audit
Committee of NRB Bank Limited was reconstituted by the Board in 111th Meeting held on 17 January
2021 consisting of the following members:

Status with Status with

Name Educational Qualification
Bank the Committee
Mr. Imtiaz Ahmed Director Chairman Post Graduate
Mr. Mohammed Jamil Iqbal Director Vice-Chairman B A (Hons)
Graduate (La Guardia College,
Mr. Humayen Kabir Khan Director Member
USA)
Mr. Mohammed Giash Uddin Director Member HSC
Independent M.com, (Accounting Dhaka
Mr. Md. Motior Rahman Member
Director University)
The Company Secretary acts as the Secretary of the Audit Committee of the Board.
Roles and responsibilities of Audit Committee
The roles and responsibilities of Audit Committee have been framed by following the provisions of
BRPD Circular No 11 dated 27 October 2013, Corporate Governance Notification issued by BSEC on
07 August 2012, Corporate Governance Code 2018 and other best practiced corporate governance
guidelines and standards. During the year, the committee held in total 05 (five) meetings to deal with
various audit reports/agenda. The summary of activities during the year ended on 31 December 2020
are as follows:
Internal Control
‹ The committee reviewed and identified Bank’s risk management activities including a deep drive
into the key functions risks and mitigations plans;
‹ Evaluate whether the bank’s management has been able to build a compliance culture, improving
a n n u a l r e p o r t 2020

internal control practices with regular follow-up on corrective measures undertaken by the
Management and ensuring governance and supervisory oversight from time to time with respect
to bank’s internal control system;

54
‹ Apprise the board of any fraud-forgery, internal control lapses found by internal or external
auditors and inspection team of regulatory authority or identification of such other areas and
remedial measures therein.
Financial Reporting
‹ To reviewed the Annual Financial Statements and meet with Management and External Auditor
for reviewing annual financial statements before finalization;
‹ To discuss with management the company’s major financial risk exposures and the steps that
management has taken to monitor and control such exposures;
‹ To reviewed along with management, the quarterly, half-yearly and annual financial statements
before submission to the Board for approval.
Internal Audit
‹ To guide, approve and reviewed annual & quarterly Internal Audit Plan, Internal Audit Process
and Procedure, bank management body for ensuring compliance on audit recommendation(s)
and scope of development, compliance status of audit recommendation, annual assessment of
the performance of audit and inspection activity and the efficiency and effectiveness of internal
audit function;
‹ To recommend audit findings to be placed to the Board of Directors.
External Audit
‹ To reviewed and guide external auditor’s management report and financial audit report, bank’s
management for ensuring compliance with audit recommendation;
‹ Assist the Board regarding the appointment of the external auditors.
Acknowledgement
The Audit Committee expresses their sincere thanks and gratitude to the Members of the Board,
Management and the Auditors for their excellent support to the Committee when they carried out their
duties and responsibilities.

On behalf of the Audit Committee,

Imtiaz Ahmed
Chairman
The Audit Committee of the Board

NRB Bank Limited

55
 CEO/CFO
Declaration

Board of Directors
NRB Bank Limited
Uday Sanz, Plot # 2/B, Road # 134,
Block- SE (A), Gulshan South Avenue
Gulshan-1, Dhaka-1212, Bangladesh.

SUB: CEO/CFO DECLARATION TO THE BOARD

The following is provided to the Board of Directors of NRB Bank Limited in our capacity as the
persons responsible for performing the functions of Managing Director & CEO and Chief Financial
Officer of the Bank.

In accordance with the notification of Bangladesh Securities and Exchange Commission No. SEC/
CMRRCD/2006-158/134/Admin/44 dated 07, August, 2012 we declare that for the financial year
ended 31 December 2020:

i. We have reviewed the financial statements for the year and that to the best of our Knowledge and
belief:

these statements do not contain any materially untrue statement or omit any material fact or
contain statements that might be misleading;

these statements together present a true and fair view of the company’s affairs and are in
compliance with existing accounting standards and applicable laws;

ii. There are, to the best of our knowledge and belief, no transactions entered into by the Bank during
the year which are fraudulent, illegal or violation of the Banks code of conduct.

Md. Kamrul Hasan Mamoon Mahmood Shah

Chief Financial Officer Managing Director & CEO
a n n u a l r e p o r t 2020

56
Certificate on
Compliance on the Corporate
Governance Code
[Issued under condition #1(5) (xxvii) of Corporate Governance Code of BSEC vide
Notification No. SEC/CMRRCD/2006-158/207/Admin/80 dated 03 June 2018]

We have examined the compliance status to the Corporate Governance Code by NRB Bank Limited (“the Company’’) for the year ended 31 December
2020. This Code relates to the notification no. SEC/CMRRCD/2006-158/207/Admin/80 dated 03 June 2018 of the Bangladesh Securities and Exchange
Commission.

Such compliance with the Corporate Governance Code is the responsibility of the Company. Our examination was limited to the procedures and
implementation thereof as adopted by the Management in ensuring compliance to the conditions of the Corporate Governance Code.

This is a scrutiny and verification and an independent audit on compliance of the conditions of the Corporate Governance Code as well as the provisions
of relevant Bangladesh Secretarial Standards (BSS) as adopted by Institute of Chartered Secretaries of Bangladesh (ICSB) in so far as those standards
are not inconsistent with any condition of this Corporate Governance Code.

We state that we have obtained all the information and explanations, which we have required, and after due scrutiny and verification thereof, we report
that, in our opinion:

(a) The Company has complied with the conditions of the Corporate Governance Code as stipulated in the above-mentioned Corporate Governance
Code issued by the Commission; except conditions no.1(7),4(ii) and 6 due to regulations of Bangladesh Bank and 5(3)(a) as stated Annexure-A.

(b) The Company has complied with the provisions of the relevant Bangladesh Secretarial Standards (BSS) as adopted by the Institute of Chartered
Secretaries of Bangladesh (ICSB) as required by this Code;

(c) Proper books and records have been kept by the Company as required under the Companies Act, 1994, the securities laws and other relevant
laws; and

(d) The Governance of the Company is satisfactory.

This is also no endorsement about quality of contents in the Annual Report of the company for 2020.

Dhaka, For & on behalf of

27 June 2021 ACNABIN
Chartered Accountants
M. Moniruzzaman, FCA
Partner

NRB Bank Limited

57
 Corporate
Governance Report

Corporate governance is the set of principles, policies, procedures and clearly defined
responsibilities and accountabilities framed to overcome the conflicts of interest inherent in the
corporate world. Corporate in today’s business world is subject to a variety of conflicts of interest
arising out of inherent complexities in forms and structures. Fairness, transparency, accountability
and responsibility are the standards of Corporate Governance. It is about commitment to values
and maintaining ethics in the conduct of business. So, Corporate Governance must be there in a
reputable organization in order to:

‹ Eliminate or mitigate conflicts of interest, particularly of those between management and

shareholders
‹ Ensure that the assets of the company are used efficiently and effectively and in the best
interest of its shareholders and stakeholders
From the view point, conflicts of interest among Management, Stakeholders, Directors and
Shareholders are the primary focus of most of the elements of corporate governance. Board of
directors is a critical component for ensuring check and balance that lies at the heart of corporate
governance. Board members owe a duty to make decisions based on what ultimately is best for
the long-term interests of the shareholders. In order to do this effectively, Board members need a
combination of three things:
‹ Independence
‹ Experience and
‹ Resources
Corporate Governance Practice at NRB Bank
The corporate governance practices of NRB Bank are guided by the directives of regulatory bodies:
Bangladesh Bank and Bangladesh Securities and Exchange Commission. However, the Bank’s
corporate governance philosophy encompasses not only regulatory and legal requirements but also
embodies various internal rules, policies, procedures and practices based on the best practices of
local and global banks. At the bank, we attach a simple meaning to ‘Corporate Governance’ which
is ‘Due diligence’ in observing responsibilities by Board as well as by Management to safeguard
interest of key stakeholders i.e. depositors, shareholders, employees and the society as a whole. Two
very important pillars of a good corporate governance structure are:
‹ Transparency and
‹ Accountability
These two pillars are backed by strong Internal Control and Compliance Structure and MIS
capabilities in the bank.
Composition of Board of Directors
According to Clauses 94 of the Articles of Association of NRB Bank Limited, the Board of Directors
is currently constituted with 20 (twenty) Directors including the Chairman & 03 (three) Independent
Directors. All the Directors are well-qualified, experienced professionals and carrying tremendous
value in their respective management capability. These Directors are successful businessmen in
their own field and they also hold very responsible positions in public life. Directors have declared
their respective interests and directorships at the time of joining the Board and also their dealings in
Bank’s securities are on full disclosure and arm’s length basis. The Board meets at least once every
Month. For smooth running of the Bank as well as for effective day-to-day management, they have
delegated certain powers to the Managing Director. All essential management issues are discussed
in the meetings of the Board and decisions are made on the basis of management opinion and
a n n u a l r e p o r t 2020

exchange of views.

58
Meetings of the Board of Directors ‹ The Chairman of the Board of Directors may be provided with car, telephone, office chamber
and private secretary.
The Board of Directors meets on regular
basis: usually once in a month but emergency ‹ Directors are entitled to fees and other benefits for attending the Board/ Executive Committee/
meetings are called when deemed necessary. Audit Committee/ Risk Management Committee meetings (Notes to the Financial Statements,
Management provides information, references note # 30)
and detailed working papers for each agenda to
all Directors well ahead of the date scheduled ‹ Managing Director is paid salaries and allowances as per approval of the Board and Bangladesh
for meeting. Chairman of the Board of Directors Bank (Notes to the Financial Statements note # 29)
allocates sufficient time for the Directors to
NRBBL is compliant with the Bangladesh Bank Circulars and Guidelines in respect of the above.
consider each agenda item in a prudent way
and allow them to freely discuss, inquire, and Functions of the Board
express opinions on the items of interest so that
they can fulfill their duties to the best of their The Board of Directors has the responsibility to the shareholders for overall guidance and control of
abilities. In 2020, a total of 21 meetings of the the Bank. Among its key responsibilities, the Board approves all policies and strategies formulated
Board of Directors were held. by the Bank Management as well as ratify all decisions/approvals made by other Committees of
the Board including the Executive Committee (EC) of the Board. The Board, while discharging its
Responsibilities of Chairman and Chief responsibilities, is committed to high standards of governance designed to protect the interests
Executive Officer of shareholders along with all other stakeholders with highest level of integrity, transparency
and accountability. The Directors of the Board are confident that they did their best in protecting
Roles of the Chairman of Board of Directors and
stakeholders from the impacts of the difficult circumstances confronted during the year, as set
the Managing Director are clearly spelled out
out in the Directors’ Report. The Board has initiated a fundamental review of risk governance with
in writing and have been agreed by the Board.
a view to being better equipped to anticipate financial market and economic discontinuities and
The Chairman supervises the operation and
trends in the future. This is monitored by a Committee of Directors and supported by independent
effectiveness of the Board of Directors. As the
Risk Management Division (RMD) of the Bank. The Board is committed to implementing the
Chief of the Board, he approves the agenda
recommendations that emerge from the review of the Committees concerned.
for the Board meetings with the assistance
of the Managing Director and the Company Independence of Non-Executive Directors
Secretary. He further ensures that there is
effective communication with stakeholders All the Non-Executive Directors enjoy full freedom to carry out their respective responsibilities. They
and promotes compliance with the highest attend Board meetings regularly and participate in the deliberations and discussions effectively.
standards of corporate governance. On the other They actively involve in the matter of formulation of general strategies of the Bank. But they do
hand, the Managing Director is responsible for not participate in or interfere into the administrative or operational or routine affairs of the Bank.
implementation of agreed strategy and holds However, they ensure confidentiality of the Bank’s agenda papers, discussions at the Board/
delegated authority from the Board for the day- Committee Meetings, Notes and Minutes.
to-day management of Bank business. Being the
Head of Management Team, he is accountable Board Committees and their Responsibilities
to the Board and its Committees to run and To ensure good governance i.e. corporate governance in bank management, Bangladesh Bank
manage the Bank in accordance with prescribed issued a circular (BRPD Circular No. 11 dated 27 October 2013) wherein it restricted banks to form
policies, principles and strategies adopted by more than three committees or sub-committees of the Board.
the Board and guidelines from the Central Bank,
BSEC and other regulatory bodies. In NRBBL, the To ensure proper accountability and transparency through ‘due diligence’, the Bank has three Board
corresponding responsibilities of the Chairman committees namely Executive Committee, Audit Committee and Risk Management Committee of the
and the Managing Director imply that the Board of Directors mainly to oversee and guide the operations, performance and strategic directions
Management of the Bank handles daily affairs of of the Bank.
the Bank as a separate entity from the Board of
Directors and both work in the common interests Executive Committee of the Board (EC)
of the Bank and its stakeholders. Difference of
opinion is settled in a harmonious way towards In accordance with Bangladesh Bank instruction, the Board of Directors of NRB Bank has formed
achieving more of Bank’s goal together. Executive Committee with 7 (seven) members. The Executive Committee is responsible for the review
of the policies and guidelines issued by Bangladesh Bank in terms of credit and other operations
Benefits provided to the Directors and the of the banking industry. The Committee supervises the degree of execution of the policies and
Managing Director guidelines entrusted with the management. In the normal course of business, the EC of the Board
approves the credit proposals in line with approved policy of the Board. Management is advised
As per Bangladesh Bank BRPD Circular No. 11 to exercise due diligence of the credit policy and risk management at the time of assessing credit
dated October 27, 2013, banks in the country can proposals. The EC in its continuous efforts guides the Management to develop uniform and minimum
only provide the following facilities to the Directors: acceptable credit standards for the Bank.

NRB Bank Limited

59
 Audit Committee of the Board (BAC) Internal Control & Compliance, External Auditors etc. Highlights of the Audit Committee activity during
the year 2020 are appended in the Report of the Audit Committee at page no 54
The Board Audit Committee meets the external
auditor and provides them the recommendations Risk Management Committee of the Board (RMC)
on the overall audit plan. They also discuss
the auditor’s interaction with the Management According to Bank Company Act, 1991 (Amendment upto 2018) and BRPD Circular No. 11 dated
and the Management’s response as well as October 27, 2013, the Bank has constituted Risk Management Committee (RMC). RMC has been
corrective actions taken. They review the formed by the Board essentially to play an effective role in reducing ensued and potential risks in the
quarterly financials and approve Quarterly, Half process of implementation of bank’s strategy and work-plan as devised by the Board of Directors.
Yearly and Annual financial reports of the Bank. The Committee, in addition, ensures efficient execution of related responsibilities of the Board.
The Audit Committee also meets the Head of The RMC has the responsibility of oversee as regards, whether proper risk mitigation processes/
Internal Control & Compliance of the Bank to methods are being applied and required capital and provisions are maintained by management after
review their charter, scopes of work and the it has duly identified and measured credit risk, foreign exchange risk, internal control & compliance
organization structure. The inspection reports risk, money laundering risk, ICT risk, operating risk, interest risk, liquidity risk and other risks. Risk
from regulators are also presented to the Audit Management Committee of NRB Bank consists of 5 (five) members chosen from the Board. The
Committee for their review and action. The Company Secretary of the Bank acts as the secretary to the Committee. All the committee members
Board Audit Committee of NRB Bank consists have honesty, integrity and ability to invest adequate time in affairs of the Committee. All of the
of 5 (five) Directors and is constituted with members of RMC have adequate insight about banking business, bank operation, various risks along
the members not included in the Executive with knowledge about their own duties and responsibilities. Risk Management Committee has the
Committee of the Board. Company Secretary is following responsibilities:
the member secretary to the committee.
‹ To design mechanism to determine and control risks
The Board Audit Committee assists the Board in ‹ To prepare organizational structure
carrying out its responsibilities relating to: ‹ To review and approve risk management policy
‹ To implement data preservation and reporting system
‹ integrity of the financial statements and any ‹ To supervise the status of implementation of all risk management principles
related formal announcements; ‹ To ensure compliance on directives issued from regulatory bodies from time to time.
‹ overseeing the relationship between the NRB Bank Risk Management Committee (RMC) held 06 (six) meetings in 2020 and had thorough
Board and its external auditors; discussions and review session with the CEO and CRO on various risk related issues.
‹ review of the Bank’s internal controls, Appointment of External Auditors and the purview of their activities
including financial controls;
As per recommendation of the Board of Directors, the shareholders of the Bank in the 7th AGM held
‹ assessment of the effectiveness of on 23 December 2020 approved the appointment of M/s. Hoda Vasi Choudhury & Co., Chartered
the internal audit, compliance and risk Accountants as the statutory auditors of the Bank for the year 2020. In compliance with the provision
management functions; 4 of BSEC guidelines, the External Auditors were not engaged in any of the following services during
the year 2020:
‹ review of the internal and external audit
plans and subsequent findings; ‹ Appraisal or valuation services or fairness opinions.
‹ Financial information system design and implementation.
‹ ensure compliances of accounting policies ‹ Bookkeeping or other services related to accounting records or financial statements.
namely Bangladesh Accounting Standards ‹ Broker-Dealer services.
(BAS); ‹ Actuarial services.
‹ Internal audit services.
‹ review of internal and external auditors’
‹ Any other service that the Audit Committee of the Board determined.
report;
Internal Control & Compliance
‹ obligations under applicable laws and
regulations including Securities and The Directors acknowledge their responsibility for building the systems of internal control and for
Exchange Commission Guidelines; and reviewing their effectiveness at regular interval. Such systems are designed to control, rather than
eliminate the risk of failure to achieve business objectives and can provide reasonable, but not
‹ review of the effectiveness of the services
absolute, assurance against material misstatement or loss. The losses could stem from the nature of
provided by the external auditors and other
the Bank’s business in undertaking a wide range of financial services that inherently entail varying
related matters.
degrees of risk. The Bank has established a comprehensive framework to document and test its
a n n u a l r e p o r t 2020

NRB Bank Board Audit Committee held 05 (five) internal control structures and procedures conforming to the requirements of regulatory bodies. The
meetings in 2020 and had thorough discussions Bank’s overall control systems include:
and review session with the CEO, Head of

60
‹ A clearly defined organizational structure has a collective mandate under the leadership of MD & CEO to carry out daily operations in the best
with defined authority limits and reporting interest of the stakeholders. The Management team of NRBBL is headed by the Managing Director &
mechanisms to senior management and to Chief Executive Officer, Mr. Mamoon Mahmood Shah. Several Management Committees have been
the Board of Directors; formed to handle the banking operation and identify and manage risk. The committees are SMT,
ALCO, RMC, Investment Committee, Credit and Purchase Committee etc. Managing Director leads
‹ Establishment of Committees with duties the three most important Committees, SMT, ALCO and Investment Committee.
and responsibilities in core policy areas;
SMT is considered the highest decision and policy making authority of the management
‹ A complete set of policies and procedures which consists of the CEO and different business and support unit heads. The major roles and
related to financial controls, asset and responsibilities of SMT are as follows:
liability management (including major risks
in financial managements); ‹ Set or review vision, mission and strategies of the Bank as a whole and for business units for
effective discharging of management responsibilities.
‹ Code of Conduct setting out the standards
of behaviour expected of all levels of ‹ Analysis of business and financial performance of the Bank.
directors, officers and employees; and
‹ Monthly business review and analyses of each business unit (Corporate, SME, Retail and
‹ Regular reporting by business divisions/ Treasury) performance.
units that helps assess the progress
against business objectives to be ‹ Review and discuss policies and procedures of the Bank and make changes if necessary before
monitored, trends to be evaluated and taking to the Board.
variances to be acted upon.
‹ Discuss and approve Budget before forwarding to Board.
The controls as outlined above are rooted
Election / Re-election of Directors
within the operations of the Board and reviewed
by Bank’s Internal Audit. The review focuses Election and Re-election of Directors are held as per Companies Act 1994, Bank Company Act 1991,
the areas of greater risk as identified by risk Bangladesh Bank’s Circulars and other prevailing rules & regulations.
analyst. The Directors confirm that the Board,
by properly engaging the Committees, has The Community
reviewed the effectiveness of internal control
for the year ended 31 December 2020. This In our sustainability planning, we recognize the importance of contributing to the society and the
process ensured an internal control system community as ardently as possible. We are aware that Bank’s financed projects pose no adverse
to the tune of best financial reporting practice impacts on environment. Clients are also made aware of environmental compliance along with other
throughout the financial year and up to the date regulatory compliance, such as, credit rating. Specific allocation (10% of Bank’s net profit) is made
of the signing of these financial statements. for CSR initiatives every year to optimize values for the community and the habitat.
There was an assessment of the ongoing The Government
process for the identification, evaluation and
management of individual risks and of the NRB Bank is always tax compliant as a responsible corporate business house. The Bank makes
role of the various committees and Bank’s risk payment of corporate tax on time and sometimes even before the time it takes effect. The Bank
management actions and the extent to which deducts excise duty, withheld tax and VAT on time from employee’s salary, as well as customers and
various significant challenges are understood vendors, and deposits to Government Treasury on time. During 2020, NRBBL paid advance corporate
and addressed. tax of BDT 223.75 million while deposited withheld tax of BDT 401.04 million, VAT of BDT 92.42
million and Excise Duty of BDT 74.54 million.
Human Capital
Related Party Transactions
‘Employee First’ is the motto of the bank. We
believe that the source of our competitive The Bank in its normal course of business, conducted financial transactions with some entities
advantages laid deep inside our company, in or persons that fall within the purview of ‘Related Party’ as contained in BAS 24 (Related Party
our people. Our core brand has always been Disclosures) and as defined in Bangladesh Bank BRPD circular 04, dated 23.02.2014. A statement
our employees, appreciated for their passion to of Related Party Transactions has been given at page no.184 of the Report (Notes to the Financial
perform. For us, employees are the best brand. Statement, note # 39).
We do not offer our employees a job, we offer
them a career to pursue. Compliance Status on Corporate Governance Guidelines
Management committees and their Bangladesh Securities and Exchange Commission (BSEC) has introduced a new checklist for
responsibilities Compliance Status of Corporate Governance Guidelines vide Notification dated 03 June 2018 for the
Companies listed with Stock Exchanges. Bank’s Status of compliance is appended below:
In an effective CG Structure, bank management

NRB Bank Limited

61
 Status of Compliance with the conditions imposed by the Bangladesh Securities and Exchange Commission’s Notification No (SEC/
CMRRCD/2006-158/207/Admin/80 dated 03 June 2018 issued under section 2CC of the Securities and Exchange Ordinance, 1969 is presented
below:

ANNEXURE- A
Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
1 Board of Directors (BOD)
1(1) Board size (number of Board members: minimum 5 and maximum 20) The NRB Bank Board is
√ Comprised of 19 (Nineteen)
Directors
1(2) Independent Directors
1(2)(a) At least one fifth (l/5) of the total number of Directors shall be There are 2 (Two)
Independent Directors Independent Directors
out of the total of 19
Directors. According to
the provisions of 1(1) of
the corporate governance
√
guidelines of BSEC, the
Board of NRB Bank Limited
has been constituted as
per section 15(9) of the
Bank Companies act 1991
(amended up to 2018)
1(2)(b) Independent Director means a Director
1(2)(b)(i) Who either does not hold any share in the company or holds less than
one percent (1%) shares of the total paid-up shares of the company The Independent directors
√ have submitted declarations
about their compliances

1(2)(b)(ii) Who is not a sponsor of the company or is not connected with

the company’s any sponsor or director or nominated director
or shareholder of the company or any of its associates, sister
concerns, subsidiaries, and parents or holding entities who holds one √ -do-
percent (1%) or more shares of the total paid-up shares of the
company based on family relationship and his or her family members
also shall not hold above-mentioned shares in the company
1(2)(b)(iii) Who has not been an executive of the company in immediately
√ -do-
preceding 2 (two) financial years
1(2)(b)(iv) Who does not have any other relationship, whether pecuniary or
√ -do-
otherwise, with the company or its subsidiary/associated companies
1(2)(b)(v) Who is not a member, director, or officer of any stock exchange √ -do-
1(2)(b)(vi) Who is not a shareholder, director, or officer of any member of the stock
√ -do-
exchange or an intermediary of the capital market
a n n u a l r e p o r t 2020

1(2)(b)(vii) Who is not a partner or executive or was not a partner or an executive

during the preceding 3 (three) years of the company’s statutory audit √ -do-
firm

62
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
1(2)(b)(viii) Who shall not be an independent director in more than 5 (five) listed
√ -do-
companies
1(2)(b)(ix) Who has not been convicted by a court of competent jurisdiction as
a defaulter in payment of any loan to a bank or a Non-Bank Financial √ -do-
Institution (NBFI)
1(2)(b)(x) Who has not been convicted for a criminal offense involving moral
√ -do-
turpitude
1(2)(c) Independent Director(s) shall be appointed by the Board of Directors a) Mr. Md. Abdul Jalil
approved by the shareholders in the Annual General Meeting (AGM) Chowdhury in his
1st term and his
appointment was
approved at the 5th AGM
√ held on 28 June 2018
b) The appointment of Mr.
Md. Motior Rahman was
approved at 6th AGM held
on 23 June 2019
1(2)(d) The post of independent director(s) cannot remain vacant for more than No such cases occurred
√
90 (ninety) days during the reporting year.
1(2)(e) The tenure of office of an independent director shall be for 3 (three) The Independent Directors
years, which may be extended for 1 (one) term only √ are in their regular term of
office
1(3) Independent Directors shall have the following Qualification
1(3)(a) Independent director shall be a knowledgeable individual with integrity The qualifications and
who can ensure compliance with financial, regulatory, and corporate background of Independent
√
laws and can make a meaningful contribution to business directors justify their
abilities as such
1(3)(b)(i) Independent director should be a Business Leader who is or was a
promoter or director of an unlisted company having minimum paid-up
Not
capital of Tk. (100) million or any listed company or a member of any
Applicable
national or international chamber of commerce or business association;
or
1(3)(b)(ii) Independent director should be a Corporate Leader who is or was
a top-level executive not lower than Chief Executive Officer or
Managing Director or Deputy Managing Director or Chief Financial
Officer or Head of Finance or Accounts or Company Secretary or √
Head of Internal Audit and Compliance or Head of Legal Service or a
candidate with an equivalent position of an unlisted company having
minimum paid-up capital of Tk100 million or of a listed company; or
1(3)(b)(iii) Independent director should be a Former official of government or
statutory or autonomous or regulatory Board of Directors in the position
not below 5th Grade of the national pay scale, who has at least √
educational background of bachelor degree in economics or commerce
or business or Law; or

NRB Bank Limited

63
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
1(3)(b)(iv) Independent director should be a University Teacher who has an
educational background in Economics or Commerce or Business √
Studies or Law
1(3)(b)(v) Independent director should be a professional who is or was an
advocate practicing at least in the High Court Division of Bangladesh
Supreme Court or a Chartered Accountant or Cost and Management Not
Accountant or Chartered Financial Analyst or Chartered Certified Applicable
Accountant or Certified Public Accountant or Chartered Manage-ment
Accountant or Chartered Secretary or equivalent qualification.
1(3)(c) The independent director shall have at least 10 (ten) years of
√
experiences in any field mentioned in clause (b)
1(3)(d) In some special cases, the above qualifications may be relaxed subject No such case in the
None
to prior approval of the Commission reporting year
1(4) Duality of Chairperson of the Board of Directors and Managing Director or Chief Executive Officer
1(4)(a) The positions of the Chairperson of the Board and the Managing The Chairperson of the
Director (MD) and/or Chief Executive Officer (CEO) of the company √ Board and the CEO are
shall be filled by different individuals different individuals
1(4)(b) The Managing Director (MD) and/or Chief Executive Officer (CEO) The CEO does not hold the
of a listed company shall not hold the same position in another listed √ same position in any other
company listed company
1(4)(c) The Chairperson of the Board shall be elected from among the non- All Board members are
executive directors of the company non-executive director. The
√
Chairperson of the Board is
the non-executive director
1(4)(d) The Board shall clearly define respective roles and NRB Bank has followed
responsibilities of the Chairperson and the Managing Director the BRPD circular no 18,
and/or Chief Executive Officer dated 2013 for respective
roles and responsibilities
√
of the Chairperson and
the Managing Director
and/or Chief Executive
Officer
1(4)(e) In the absence of the Chairperson of the Board, the remaining
members may elect one of themselves from non-executive directors
No such case in the
as Chairperson for that particular Board’s meeting; the reason for None
reporting year
the absence of the regular Chairperson shall be duly recorded in the
minutes
1(5) The Directors’ Report shall include the following additional statements
1(5)(i) Industry outlook and possible future developments in the industry Included in the Director’s
√
Report of the Annual Report
1(5)(ii) Segment-wise or product-wise performance √ -do-
1(5)(iii) Risks and concerns including internal and external risk factors, a threat
a n n u a l r e p o r t 2020

√ -do-
to sustainability, and negative impact on the environment, if any

64
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
1(5)(iv) A discussion on Cost of Goods Sold, Gross Profit Margin, and Net Profit
√ -do-
Margin (Where applicable)
1(5)(v) Discussion on continuity of any Extra-Ordinary gain or loss √ -do-
1(5)(vi) A detailed discussion on related party transactions along with a
statement showing the amount, nature of the related party, nature of √ -do-
transactions, and basis of transactions of all related party transactions
1(5)(vii) Utilization of proceeds from public issues, rights issues, and/or through Not
any other instrument. Applicable
1(5)(viii) An explanation of the financial results deteriorate after the company
Not
goes for Initial Public Offering (IPO), Repeat Public Offering (RPO),
Applicable
Rights Share Offer, Direct Listing, etc.
1(5)(ix) If significant variance occurs between Quarterly Financial Performance
Not
and Annual Financial Statements, the management shall explain the
Applicable
variance
1(5)(x) Remuneration to directors including independent directors Included in the Director’s
√
Report of the Annual Report
1(5)(xi) The financial statements present fairly its state of affairs, the result of
√ -do-
its operations, cash flows, and changes in equity
1(5)(xii) A statement that proper books of accounts have been maintained √ -do-
1(5)(xiii) A statement that appropriate accounting policies have been
consistently applied in preparation of the financial statements and
√ -do-
that the accounting estimates are based on reasonable and prudent
judgment
1(5)(xiv) A statement that International Accounting Standards (IAS)/ International
Financial Reporting Standard (IFRS), as applicable in Bangladesh, have
√ -do-
been followed in the preparation of the financial statements and any
departure there- from has been adequately disclosed
1(5)(xv) The system of Internal control is sound in design and has been
√ -do-
effectively implemented and monitored
1(5)(xvi) Minority shareholders have been protected from abusive actions by,
Not
or in the interest of, controlling shareholders acting either directly or
Applicable
indirectly and have effective means of redress
1(5)(xvii) Going Concern (ability to continue as going concern) √ -do-
1(5)(xviii) Highlight and explain significant deviations from the last year’s
√ -do-
operating results
1(5)(xix) Key operating and financial data of at least preceding 5(five) years shall Stated in stakeholder’s
be summarized √ information in the annual
report
1(5)(xx) Reason for non-declaration of Dividend Not No such case in the
Applicable reporting year

NRB Bank Limited

65
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
1(5)(xxi) Board’s statement to the effect that no bonus share or stock dividend No interim dividend is
has been or shall be declared as interim dividend declared but an 8.50%
Not
stock dividend has
Applicable
recommended for the year
ended 31 December 2020
1(5)(xxii) The total number of Board meetings held during the year and Included in the Director’s
√
attendance by each director Report of the Annual report
1(5)(xxiii) A report on the pattern of shareholding disclosing the aggregate number of shares (along with name-wise details where stated
below) held by:
1(5)(xxiii)(a) Parent or Subsidiary or Associated Companies and other related parties Not NRB Bank has no
Applicable subsidiary company
1(5)(xxiii)(b) Directors, Chief Executive Officer, Company Secretary, Chief The Directors, Chief
Financial Officer, Head of Internal Audit and Compliance and their Executive Officer, Company
spouses and minor children Secretary, Chief Financial
Officer, Head of Internal
√
Audit and Compliance, and
their spouses and minor
children do not hold any
shares
1(5)(xxiii)(c) Executives
Explanation: For the purpose of this clause, the expression “Executive” The Executives of the
means top 5 (five) salaried employees of the company, other than the √ Company do not hold any
Directors, Chief Executive Officer, Company Secretary, Chief Financial shares
Officer, and Head of Internal Audit and Compliance
1(5)(xxiii)(d) Shareholders holding ten percent (10%) or more voting interest in the Stated in Pattern of
company (name wise details); √ Shareholdings which
comply with the guideline
1(5) (xxiv) The appointment or reappointment of a director, a disclosure on the following information to the shareholders
1(5)(xxiv)(a) A brief resume of the director Stated in the profile of
√ Director’s in the Annual
Report
1(5)(xxiv)(b) Nature of his or her expertise in specific functional areas √ -do-
1(5)(xxiv)(c) Names of companies in which the person also holds the directorship Stated in the related party
√
and the membership of committees of the Board disclosures
1(5)(xxv) A Management’s Discussion and Analysis signed by the MD or CEO presenting a detailed analysis of the company’s position
and operations along with a brief discussion of changes in the financial statements, among others, focusing on:
1(5)(xxv)(a) Accounting policies and estimation for the preparation of financial Stated in the Management
statements √ Discussion and Analysis of
the Annual Report
1(5)(xxv)(b) Changes in accounting policies and estimation, if any, clearly describing
a n n u a l r e p o r t 2020

the effect on financial performance or results and financial position as √ -do-

well as cash flows in the absolute figure for such changes

66
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
1(5)(xxv)(c) Comparative analysis (including the effect of inflation) of financial
Stated in the Stakeholder’s
performances or results and financial position as well as cash flows
√ Information on the Annual
for the current financial year with immediately preceding five years
Report
explaining reasons thereof
1(5)(xxv)(d) Compare such financial performance or results and financial position
√ -do-
as well as cash flows with the peer industry scenario
1(5)(xxv)(e) Briefly explain the financial and economic scenario of the country and Stated in the Director’s
√
the globe Report.
1(5)(xxv)(f) Risks and concerns issues related to the financial statements, Stated in the Chief Risk
explaining such risk and concerns mitigation plan of the company Officer’s Report on Risk
√
Management in the Annual
Report
1(5)(xxv)(g) Future plan or projection or forecast for the company’s operations,
Included in the Annual
performance, and financial position, with justification thereof, i. e., the √
Report
actual position shall be explained to the shareholders in the next AGM
1(5)(xxvi) Declaration or certification by the CEO and the CFO to the Board as
√ -do-
required under condition No. 3(3) disclosed as per Annexure-A
1(5)(xxvii) The report as well as certificate regarding the compliance of conditions
√ -do-
of this Code as required under condition No. 9 shall be disclosed
1(6) The company conducted its Board meetings and record the minutes of Company conduct its board
the meetings as well as keep required books and records in line with meetings and record the
the provisions of the relevant Bangladesh Secretarial Standards (BSS) minutes of the meetings
as adopted by the Institute of Chartered Secretaries of Bangladesh √ as well as keep required
(ICSB) in so far as those standards are not inconsistent with any books and records as per
condition of this Code provisions of Bangladesh
Secretarial Standards (BSS)
1(7) Code of Conduct for the Chairperson, other Board members, and Chief Executive Officer
1(7)(a) The Board laid down a code of conduct, based on the recommendation Clause #5 of BRPD circular
of the Nomination and Remuneration Committee (NRC) at condition No. number 11 Dated 27
-
(6), for the Chairperson of the Board, other board members, and Chief October 2013 issued by
Executive Officer of the company Bangladesh Bank does
1(7)(b) The code of conduct as determined by the NRC posted on the not permit any bank in
website of the company including, among others, prudent conduct Bangladesh to form any
and behavior, confidentiality, conflict of interest, compliance with laws, other committee except
rules and regulations, prohibition of insider trading, relationship with the three committees namely
environment, employees, customers and suppliers, and independency - the Executive committee,
Audit committee, and risk
management committee.
Accordingly, the bank has
not formed NRC
2 Governance of Board of Directors of Subsidiary Company
2(a) Provisions regarding the composition of the Board of the holding NRB Bank limited does
company made applicable to the composition of the Board of the Not not have any subsidiary
subsidiary company Applicable company as on reporting
date

NRB Bank Limited

67
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
2(b) At least 1 (one) independent director on the Board of the holding Not
-do-
company shall be a director on the Board of the subsidiary company Applicable
2(c) The minutes of the Board meeting of the subsidiary company placed for Not
-do-
review at the following Board meeting of the holding company Applicable
2(d) The minutes of the respective Board meeting of the holding company
Not
stated that they have reviewed the affairs of the subsidiary company -do-
Applicable
also
2(e) The Audit Committee of the holding company also reviewed the
Not
financial statements, and in particular, the investments made by the -do-
Applicable
subsidiary company
3 Managing Director (MD) or Chief Executive Officer (CEO), Chief Financial Officer (CFO), Head of Internal Audit and Compliance
(HIAC), and Company Secretary (CS)
3(1) Appointment
3(1)(a) The Board appointed a Managing Director (MD) or Chief Executive The MD or CEO, CFO, CS,
Officer (CEO), a Company Secretary (CS), a Chief Financial Officer and Head of Internal Audit
√
(CFO), and a Head of Internal Audit and Compliance (HIAC) and compliance have been
appointed by the Board
3(1)(b) The positions of the Managing Director (MD) or Chief The MD or CEO, CFO,
Executive Officer (CEO), Company Secretary (CS), Chief Financial CS, and Head of Internal
Officer (CFO), and Head of Internal Audit and Compliance (HIAC) Audit are four different
√
filled by different individuals individuals and their roles
and responsibilities are
separately defined
3(1)(c) The MD or CEO, CS, CFO, and HIAC of a listed company did not hold The MD or CEO, CS, CFO,
any executive position in any other company at the same time and HIAC do not hold any
√
executive position in any
other company
3(1) (d) The Board clearly defined respective roles, responsibilities, and duties The roles and
of the CFO, the HIAC, and the CS √ responsibilities are
separately defined
3(1)(e) The MD or CEO, CS, CFO, and HIAC not removed from their position
without approval of the Board as well as immediate dissemination to √ In Practice
the Commission and stock exchange(s)
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68
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
3(2) The requirement to attend Board of directors Meetings
The MD or CEO, CS, CFO, and HIAC of the company attended the The MD or CEO, CS, CFO,
meetings of the Board and HIAC of the company
√
attended the Board
meetings
3(3) Duties of Managing Director (MD) or Chief Executive Officer (CEO)
and Chief Financial Officer (CFO)
3(3)(a)(i) The MD or CEO and CFO certified to the Board that they have reviewed The MD or CEO and CFO
financial statements for the year and that to the best of their knowledge has duly certified to the
and belief these statements do not contain any materially untrue √ Board and the declaration
statement or omit any material fact or contain statements that might be is disclosed in the Annual
misleading Report
3(3) (a)(ii) These statements together presented a true and fair view of the
company’s affairs and comply with existing accounting standards and √ -do-
applicable laws
3(3)(b) The MD or CEO and CFO also certified that there are, to the best of
knowledge and belief, no transactions entered into by the company
√ -do-
during the year which is fraudulent, illegal, or in violation of the code of
conduct for the company’s Board or its members
3(3) (c) The certification of the MD or CEO and CFO disclosed in the Annual The declaration by the CEO
Report √ and CFO of the Annual
Report
4 Board of Directors Committee
For ensuring good governance in the company, the Board shall have at
least the following sub-committee
4(i) Audit Committee √
4(ii) Nomination and Remuneration Committee Clause #5 of BRPD circular
number 11 Dated 27
October 2013 issued by
Bangladesh Bank does
not permit any bank in
Bangladesh to form any
- other committee except
three committees namely
the Executive committee,
Audit committee, and risk
management committee.
Accordingly, the bank has
not formed NRC
5 Audit Committee
5(1) Responsibility to the Board of Directors
5(1)(a) The company shall have an Audit Committee is a sub-committee of the The audit committee is
Board of Directors √ established as per BSEC
guidelines

NRB Bank Limited

69
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
5(1)(b) The Audit Committee assisted the Board of Directors in ensuring that The Audit Committee
the financial statements reflected a true and fair view of the state of discharges its
√
affairs of the company and in ensuring a good monitoring system within responsibilities as per BSEC
the business guidelines
5(1)(c) The Audit Committee is responsible to the Board of Directors (The The duties of the Audit
duties of the Audit Committee are outlined in writing) Committee are clearly
√ defined in the Board
approved Audit Committee
as per BSEC guidelines
5(2) Constitution of the Audit Committee
5(2)(a) The Audit Committee is composed of at least 3 members Audit Committee comprises
√
of 5 (five) members
5(2)(b) The Board of Directors appointed members of the Audit Committee All members of the Audit
who is the directors of the company and included at least 1 (one) Committee are non-
Independent Director executive directors, out
of which one member is
√ Independent Director. All
the members are appointed
by the Board. The Chair of
the Board is not a member
of the Audit Committee
5(2)(c) All members of the audit committee are “financially literate” and at Based on the academic
least 1 (one) member has accounting or “related financial management qualifications and
experience” professional experience,
which provided on the
Annual Report that all
√ the existing members of
the Audit Committee are
“financially literate” and
they have “related financial
management experience”
as per BSEC notification
5(2)(d) When the term of service of the Committee members expires or there
is any circumstance causing any Committee member to be unable to
hold office before the expiration of the term of service, thus making the
number of the Committee members to be lower than the prescribed No such case in the
None
number of 3 (three) persons, the Board shall appoint the new reporting year
Committee member to fill up the vacancy immediately or not later than
1 (one) month from the date of vacancy in the Committee to ensure
continuity of the performance of work of the Audit Committee
5(2)(e) The Company Secretary acted as the secretary of the Audit Committee √ In Practice
5(2)(f) The quorum of the Audit Committee meeting is not constituted without
√ In Practice
at least 1(one) independent director
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70
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
5(3) Chairman of the Audit Committee
5(3)(a) The Board of Directors selected the Chairman of the Audit Committee,
√ Under Consideration
who is an Independent Director
5(3)(b) In the absence of the Chairperson of the Audit Committee, the
remaining members may elect one of themselves as Chairperson
for that particular meeting, in that case, there shall be no problem of No such case in the
None
constituting a quorum as required under condition No. 5(4)(b) and the reporting year
reason of absence of the regular Chairperson shall be duly recorded in
the minutes
5(3)(c) The Chairman of the audit committee remained present in the AGM √ In Practice
5(4) Meeting of the Audit Committee
5(4)(a) The Audit Committee conducted at least its four meetings in a financial There were five (5)
year √ meetings held during the
reporting period
5(4)(b) The quorum of the meeting of the Audit Committee is constituted
in presence of either two members or two-third of the members of
√ In Practice
the Audit Committee, whichever is higher, where the presence of an
independent director is a must
5(5) Role of Audit Committee
5(5)(a) Oversee the financial reporting process The Audit Committee
√ performs as per BSEC’s
guidelines
5(5)(b) Monitor the choice of accounting policies and principles √ -do-
5(5)(c) Monitor Internal Control Risk Management process √ -do-
5(5)(d) Oversee hiring and performance of external auditors √ -do-
5(5)(e) Hold a meeting with the external or statutory auditors √ -do-
5(5)(f) Review the annual financial statements before submission to the board
√ -do-
for approval
5(5)(g) Review the quarterly and half-yearly financial statements before
√ -do-
submission to the board for approval
5(5)(h) Review the adequacy of internal audit function √ -do-
5(5)(I) Review the Management’s Discussion and Analysis before disclosing in
√ -do-
the Annual Report
5(5)(j) Review statement of significantly related party transactions submitted
√ -do-
by the management
5(5)(k) Review Management Letters/Letter of Internal Control Weakness issued
√ -do-
by statutory auditors
5(5)(l) Oversee the determination of audit fees based on scope and
magnitude, level of expertise deployed, and time required for effective √ -do-
audit and evaluate the performance of external auditors

NRB Bank Limited

71
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
5(5)(m) Disclosure to the Audit Committee about the uses/applications of IPO
funds by major category (capital expenditure, sales, and marketing
expenses, working capital, etc.), every quarter, as a part of their Not No such case in the
quarterly declaration of financial results (Further, on an annual basis, Applicable reporting year
shall prepare a statement of funds utilized for the purposes other than
those stated in the prospectus
5(6) Reporting of the Audit Committee
5(6)(a) Reporting to the Board of Directors
5(6)(a)(i) Reporting to Board of Directors on the activities of the Audit Committee √
5(6)(a)(ii)(a) Reporting to Board of Directors on conflicts of interests No such case in the
None
reporting year
5(6)(a)(ii)(b) Reporting to Board of Directors on any fraud or irregularity or material Activities of the Audit
defect in the internal control system Committee are reported
√ to the Board of Directors
disclosed in the annual
report.
5(6)(a)(ii)(c) Reporting to Board of Directors on suspected infringement of laws No such case in the
None
reporting year
5(6)(a)(ii)(d) Reporting to Board of Directors on any other matter None -do-
5(6)(b) Reporting to BSEC (if any material impact on the financial condition &
None -do-
results of operation, unreasonably ignored by the management)
5(7) Reporting to the Shareholders of Audit Committee activities, which shall Activities of the Audit
be signed by the Chairman and disclosed in the Annual Report Committee are reported
√ to the Board of Directors
disclosed in the annual
report.
6 Nomination and Remuneration Committee (NRC)
6(1) Responsibility to the Board of Directors
6(1)(a) The company shall have a Nomination and Remuneration Clause #5 of BRPD circular
Committee (NRC) as a sub-committee of the Board number 11 Dated 27
October 2013 issued by
Bangladesh Bank does
not permit any bank in
Bangladesh to form any
other committee except
three committees namely
the Executive committee,
Audit committee, and risk
management committee.
Accordingly, the bank has
not formed NRC
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72
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
6(1)(b) The NRC shall assist the Board in the formulation of the nomination
criteria or policy for determining qualifications, positive
attributes, experiences, and independence of directors and top-level -do-
executive as well as a policy for the formal process of considering
remuneration of directors, top-level executive
6(1)(c) The Terms of Reference (TOR) of the NRC shall be clearly outlined in
writing covering the areas stated in condition No. 6 (5)(b) -do-

6 (2) Constitution of the NRC

6 (2)(a) The Committee shall comprise of at least three members including an Clause #5 of BRPD circular
independent director number 11 Dated 27
October 2013 issued by
Bangladesh Bank does
not permit any bank in
Bangladesh to form any
other committee except
three committees namely
the Executive committee,
Audit committee, and risk
management committee.
Accordingly, the bank has
not formed NRC
6 (2)(b) All members of the Committee shall be non-executive
-do-
directors
6 (2)(c) Members of the Committee shall be nominated and appointed by the
-do-
Board
6 (2)(d) The Board shall have authority to remove and appoint any member of
-do-
the Committee
6 (2)(e) In case of death, resignation, disqualification, or removal of any
member of the Committee or any other cases of vacancies, the board
-do-
shall fill the vacancy within 180 (one hundred eighty) days of
occurring such vacancy in the Committee
6 (2)(f) The Chairperson of the Committee may appoint or co-opt any external
expert and/or member(s) of staff to the Committee as an advisor who
shall be a non-voting member, if the Chairperson feels that advice or
-do-
suggestion from such external expert and/or member(s) of staff shall be
required or valuable for the Committee

6 (2)(g) The company secretary shall act as the secretary of the

-do-
Committee
6 (2)(h) The quorum of the NRC meeting shall not constitute without the
-do-
attendance of at least an independent director;

NRB Bank Limited

73
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
6 (2)(i) No member of the NRC shall receive, either directly or indirectly, any
remuneration for any advisory or consultancy role or otherwise, other
-do-
than Director’s fees or honorarium from the company

6(3) Chairperson of the NRC

6(3)(a) The Board shall select 1 (one) member of the NRC to be Chairperson of Clause #5 of BRPD circular
the Committee, who shall be an independent director number 11 Dated 27
October 2013 issued by
Bangladesh Bank does
not permit any bank in
Bangladesh to form any
other committee except
three committees namely
the Executive committee,
Audit committee, and risk
management committee.
Accordingly, the bank has
not formed NRC
6(3)(b) In the absence of the Chairperson of the NRC, the remaining members
may elect one of themselves as Chairperson for that particular meeting,
-do-
the reason for the absence of the regular Chairperson shall be duly
recorded in the minutes
6(3)(c) The Chairperson of the NRC shall attend the annual general meeting
-do-
(AGM) to answer the queries of the shareholders
6(4) Meeting of the NRC
6(4)(a) The NRC shall conduct at least one meeting in a financial year Clause #5 of BRPD circular
number 11 Dated 27
October 2013 issued by
Bangladesh Bank does
not permit any bank in
Bangladesh to form any
other committee except
three committees namely
the Executive committee,
Audit committee, and risk
management committee.
Accordingly, the bank has
not formed NRC
6(4)(b) The Chairperson of the NRC may convene an emergency meeting upon
-do-
request by any member of the NRC
6(4)(c) The quorum of the meeting of the NRC shall be constituted in presence
of either two members or two-third of the members of the Committee,
whichever is higher, where the presence of an independent director is -do-
must as required under condition No. 6(2)(h)
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74
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
6(4)(d) The proceedings of each meeting of the NRC shall duly be recorded in
the minutes and such minutes shall be confirmed in the next meeting -do-
of the NRC
6(5) Role of the NRC
6(5)(a) NRC shall be independent and responsible or accountable to the board Clause #5 of BRPD circular
and the shareholders number 11 Dated 27
October 2013 issued by
Bangladesh Bank does
not permit any bank in
Bangladesh to form any
other committee except
three committees namely
the Executive committee,
Audit committee, and risk
management committee.
Accordingly, the bank has
not formed NRC
6(5)(b) NRC shall oversee, among others, the following matters and make a
-do-
report with a recommendation to the Board
6(5)(b)(i) Formulating the criteria for determining qualifications, positive
attributes, and independence of a director and recommend a policy
-do-
to the Board, relating to the remuneration of the directors,
top-level executive, considering the following
6(5)(b)(i)(a) The level and composition of remuneration is reasonable and
sufficient to attract, retain and motivate suitable directors to run the -do-
company successfully
6(5)(b)(i)(b) The relationship of remuneration to performance is clear and meets
-do-
appropriate performance benchmark
6(5)(b)(i)(c) Remuneration to directors, top-level executive involves a balance
between fixed and incentive pay reflecting short and long-term
-do-
performance objectives appropriate to the working of the
company and its goals
6(5)(ii) Devising a policy on Board’s diversity taking into consideration age,
gender, experience, ethnicity, educational background, and nationality -do-

6(5)(iii) Identifying persons who are qualified to become directors and

who may be appointed in a top-level executive position following
-do-
the criteria laid down, and re-commend their appointment and removal
to the Board
6(5)(iv) Formulating the criteria for evaluation of the performance of
-do-
independent directors and the Board
6(5)(v) Identifying the company’s needs for employees at different
levels and determine their selection, transfer or replacement and -do-
promotion criteria

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75
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
6(5)(vi) Developing, recommending and reviewing annually the company’s
-do-
human resources and training policies
6(5)(c) The company shall disclose the nomination and remuneration policy
and the evaluation criteria and activities of NRC during the year at a -do-
glance in its annual report.
7 External / Statutory Auditors
7(1)(i) Non-engagement in appraisal or valuation services or fairness opinions √ As declared by the auditors
7(1)(ii) Non-engagement in designing and implementation of Financial
√ -do-
Information System
7(1)(iii) Non-engagement in Book Keeping or other services related to the
√ -do-
accounting records or financial statements
7(1)(iv) Non-engagement in Broker-dealer services √ -do-
7(1)(v) Non-engagement in actuarial services √ -do-
7(1)(vi) Non-engagement in internal audit services √ -do-
7(1)(vii) Non-engagement in any other services that the Audit Committee
√ -do-
determines
7(1)(viii) Non-engagement in audit or certification services on compliance of
corporate governance as required under condition No (9(1); and √ -do-

7(1)(ix) Non-engagement in any other service that creates a conflict of interest √ -do-
7(2) No partner or employees of the external audit firms possesses any
√ -do-
share of the company during the tenure of their assignment
7(3) Representative of external/statutory auditors remained present in
the Shareholders’ Meeting (Annual General Meeting or Extraordinary √ In Practice
General Meeting) to answer the queries of the shareholders
8 Maintaining a website by the Company
8(1) The company has an official website linked with the website of the Not
stock exchange Applicable
8(2) The company kept the website functional from the date of listing Not
Applicable
8(3) The company made available the detailed disclosures on its website
Not
as required under the listing regulations of the concerned stock
Applicable
exchange(s)
9 Reporting and Compliance of Corporate Governance
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76
 Compliance Status (“√”
has been put in the
Condition No. Title appropriate column) Remarks (if any)
Complied Not Complied
9(1) Obtaining a certificate from a practicing Professional Accountant / NRB Bank has obtained the
Secretary regarding the compliance of the conditions of the Corporate certificate from ACNABIN,
Governance Guidelines of the BSEC and include in the Annual Report Chartered Accountants
regarding the compliance
√ of conditions of Corporate
Governance Code 2018,
and such certificate is
disclosed on the Annual
Report
9(2) The professional will provide the certificate on compliance The Board appointed
with this Corporate Governance Code shall be appointed by the the Compliance Auditor
shareholders in the annual general meeting √ and their appointment
was approved by the
Shareholders
9(3) Directors statement in the directors’ report whether the company has Detailed status of
complied with these conditions compliance is given on
Annual Report in the
√
compliance schedule
as published with the
Directors’ Report

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77
 Status of Compliance of Bangladesh Bank’s guidelines for Corporate Governance as per BRPD Circular No. 11 dated 27 October 2013.

SL No. Particulars Compliance Status

Formation of Board of Directors:
The newly amended Section 15 of the Bank Company Act, 1991 (Amended upto 2018) includes
1 provisions for prior approval of Bangladesh Bank before the appointment of new bank directors, as Complied
well as dismissal, termination or removal of any director from the post; director’s fit & proper criteria;
maximum number of directors; appointment of independent directors; appointment of maximum
2(two) members from a family as director; etc.
Appointment of New directors:
1.1 Under section 15(4) of the Bank Company Act, 1991 (amended upto 2018), every banking company, Complied
other than specialized banks, at the time of taking prior approval from Bangladesh Bank for
appointing/reappointing directors should furnish all required documents along with the application:
Vacation of office of Director:
a) The office of director shall be vacated according to the instructions specified in section 108(1) of
the Companies Act, 1994. Besides, when a bank director becomes defaulter and does not repay
the loan within two months after getting a notice under the section 17 of the Bank Company Act,
1991; provides false statement at the time of appointment; or fails to fulfil the minimum eligibility
criteria, the office of the director will be vacated.
b) If the office of a director is vacated by a notice under the section 17 of BCA, the person will not
1.2 be eligible to become a director of the bank or any other bank or any financial institution for Complied
one year from the date of repayment of the total amount due to the bank. It is mentionable here
that the dues can be adjusted with the shares held by the director in that bank. When a director
receives a notice under section 17 of BCA, 1991, he/she can’t transfer his/her shares of that
bank until he/she repays all the liabilities of the noticed bank or financial institution.
c) Besides, Bangladesh Bank can remove a director or chairman of a bank, except state owned
banks, for conducting any kind of activities that is detrimental to the interest of the banks
depositors or against the public interest under Section 46 and can supersede the board of a
banking company under Section 47 of BCA, 1991.
Removal of Directors from office:
According to section 108(2) of the Companies Act, 1994, with the prior approval of Bangladesh Bank,
1.3 a bank director other than specialized banks can be removed from his office for the reason specified Not Applicable
in its Articles of Association. For this purpose, the reason and grounds of the dismissal/removal and
copy of the decision of the board and list of directors should be submitted to Bangladesh Bank. In this
case, the removal will be effective from the date of Bangladesh Bank’s approval.
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SL No. Particulars Compliance Status
Appointment of Alternate Director:
Subject to compliance of section 101 of the Companies Act, 1994, an alternate director can be
appointed to act for a director during his absence for a continuous period of not less than three
months from Bangladesh. In this context, the following instructions should be followed:
a) Bank has to collect and properly maintain the documentary evidences relating to departure
and arrival of the original director. If there is any exception, the chief executive officer should
immediately inform it to Bangladesh Bank.
b) The copy of the decision of the board regarding appointment of alternate director, with original
director’s probable returning date from abroad should be sent to Bangladesh Bank within 7
days of taking the decision and the director’s arrival date must be intimated to Bangladesh Bank
1.4 Complied
immediately after his return.
c) Any loan defaulter or any person who is not eligible to become a director as per any rules &
regulation will not be appointed as an alternate director.
d) As appointment of alternate director is a temporary measure; therefore, he/she will not be
included in any kind of committee constituted by the board.
e) While in the office, an alternate director or his/her affiliated organization will not get any kind of
loan facilities from his bank. In case of previous loan, enhancement of limit or extension of time
period or any kind of exemption or interest waiver will not be allowed. Moreover, all restrictions
applicable to directors according to rules & regulations will also be applicable to the alternate
director.
Depositor Director:
As the previous provisions regarding appointment of Depositor Directors of the Bank Company Act,
2 1991 has been amended; appointment of director from depositors is no longer required. But, after Not Applicable
complying regulation under sec 15(9) of the Bank Company Act, 1991 (amended upto 2018) bank can
consider the tenure of existing depositor director or may appoint them as independent director.
Information regarding Directors:
Banks are advised to take the following steps regarding director information:
a) Every bank should keep an updated list of bank directors,
3 Complied
b) Banks should send a directors’ list to other banks or financial institutions immediately after the
appointment or release of director.
c) Banks should display a list of directors in the website and update it on a regular basis.
Responsibilities of the Board of Directors:
To ensure good governance in the bank management it is essential to have specific demarcation of
4 responsibilities and authorities among controlling bodies over bank affairs. In the Bank Company Act, Complied
1991 (amended upto 2018) the newly included Section 15(kha) & (ga) give responsibility to the board
of directors for establishing policies for the bank company, for risk management, internal controls,
internal audit and compliance and for ensuring their implementation.
4.1 Responsibilities and Authorities of the Board of Directors:

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 SL No. Particulars Compliance Status
Work-planning and strategic management:
i. The board shall determine the objectives and goals and to this end shall chalk out strategies and
work-plans on annual basis. It shall specially engage itself in the affairs of making strategies
consistent with the determined objectives and goals and in the issues relating to structural
change and reformation for enhancement of institutional efficiency and other relevant policy
matters. It shall analyze/monitor, at quarterly rests, the development of implementation of the
4.1(a) Complied
work-plans.
ii. The board shall have its analytical review incorporated in the Annual Report as regards to the
success/failure in achieving the business and other targets as set out in its annual work-plan and
shall apprise the shareholders of its opinions/ recommendations on future plans and strategies. It
shall set the Key Performance Indicators (KPIs) for the CEO & officers immediate two tiers below
the CEO, and have it evaluated from time to time.
Credit and risk management:
i. The policies, strategies, procedures etc. in respect of appraisal of loan/investment proposal,
sanction, disbursement, recovery, reschedule and write-off thereof shall be made with the board’s
approval under the purview of the existing laws, rules and regulations. The board shall specifically
distribute the power of sanction of loan/investment and such distribution should desirably be
4.1(b) made among the CEO and his subordinate executives as much as possible. No director, however, Complied
shall interfere, direct or indirect, into the process of loan approval.
ii. The board shall frame policies for risk management and get them complied with and shall
monitor the compliance at quarterly rests and review the concerned report of the risk
management team and shall compile in the minutes of the board meeting. The board shall
monitor the compliance of the guidelines of Bangladesh Bank regarding key risk management.
Internal control management:
The board shall be vigilant on the internal control system of the bank in order to attain and maintain
satisfactory qualitative standard of its loan/investment portfolio. The board will establish such an
4.1(c) internal control system so that the internal audit process can be conducted independently from the Complied
management. It shall review the reports submitted by its audit committee at quarterly rests regarding
compliance of recommendations made in internal and external audit reports and the Bangladesh Bank
inspection reports.
Human resources management and development:
i. Policies relating to recruitment, promotion, transfer, disciplinary and punitive measures, human
resources development etc. and service rules shall be framed and approved by the board. The
chairman or the directors shall in no way involve themselves or interfere into or influence over
any administrative affairs including recruitment, promotion, transfer and disciplinary measures
as executed under the set service rules. No member of the board of directors shall be included
in the selection committees for recruitment and promotion to different levels. Recruitment,
promotion, transfer & punishment of the officers immediate two tiers below the CEO shall,
4.1(d) however, rest upon the board. Such recruitment and promotion shall have to be carried out Complied
complying with the service rules i.e., policies for recruitment and promotion.
ii. The board shall focus its special attention to the development of skills of bank’s staff in different
fields of its business activities including prudent appraisal of loan/investment proposals, and to
the adoption of modern electronic and information technologies and the introduction of effective
Management Information System (MIS). The board shall get these programmes incorporated in its
annual work plan.
iii. The board will compose Code of Ethics for every tier and they will follow it properly. The board will
promote healthy code of conducts for developing a compliance culture.
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SL No. Particulars Compliance Status
Financial management:
i. The annual budget and the statutory financial statements shall be finalized with the approval of
the board. It shall at quarterly rests review/monitor the positions in respect of bank’s income,
expenditure, liquidity, non-performing asset, capital base and adequacy, maintenance of loan loss
provision and steps taken for recovery of defaulted loans including legal measures.
ii. The board shall frame the policies and procedures for bank’s purchase and procurement
4.1(e) activities and shall accordingly approve the distribution of power for making such expenditures. Complied
The maximum possible delegation of such power of expenditures shall rest on the CEO and his
subordinates. The decision on matters relating to infrastructure development and purchase of
land, building, vehicles etc. for the purpose of bank’s business shall, however, be adopted with
the approval of the board.
iii. The board will review whether an Asset-Liability Committee (ALCO) has been formed and it is
working according to Bangladesh Bank guidelines.
Appointment of Chief Executive Officer (CEO):
In order to strengthen the financial base of the bank and obtain confidence of the depositors, one
4.1(f) of the major responsibilities of the board of directors is to appoint an honest, efficient, experienced Complied
and suitable CEO or Managing Director. The Board of directors will appoint a suitable CEO with the
approval of the Bangladesh Bank.
Other responsibilities of the Board:
4.1(g) Complied
The board should follow and comply with the responsibilities assigned by Bangladesh Bank.
Meeting of Board:
4.2 Board of directors may meet once or more than once in a month if necessary. But Board of directors Complied
shall meet at least once in every three months. Excessive meetings are discouraged.
Responsibilities of the Chairman of the Board of Directors:
a) As the chairman of the board of directors or chairman of any committee formed by the board
or any director does not personally possess the jurisdiction to apply policy making or executive
authority, he/she shall not participate in or interfere into the administrative or operational and
routine affairs of the bank.
b) The chairman may conduct on-site inspection of any bank-branch or financing activities under
the purview of the oversight responsibilities of the board. He may call for any information relating
4.3 to bank’s operation or ask for investigation into any such affairs; he may submit such information Complied
or investigation report to the meeting of the board or the executive committee and if deemed
necessary, with the approval of the board, he shall effect necessary action thereon in accordance
with the set rules through the CEO. However, any complaint against the CEO shall have to be
apprised to Bangladesh Bank through the board along with the statement of the CEO.
c) The chairman may be offered an office-room, a personal secretary/assistant, one peon/MLSS,
one telephone at the office, one mobile phone to use inside the country and a vehicle in the
business-interest of the bank subject to the approval of the board.
Formation of committees from the Board of Directors:
5 Each bank company can form 1(one) executive committee, 1(one) audit committee and 1(one) risk Complied
management committee with the directors. Board can’t form any other permanent, temporary or sub-
committee except the above mentioned three committees.
Executive committee:
5.1 Executive committee should be formed with the members of the board to continue the urgent and Complied
daily or routine works between the intervals of two board meetings. Executive committee will perform
according to their terms of reference determined by the board of directors.

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 SL No. Particulars Compliance Status
Organizational structure:
i. Members of the committee will be nominated by the board of directors from themselves;
ii. The executive committee will comprise of maximum 07 (seven) members;
5.1(a) Complied
iii. Members may be appointed for a 03 (three)-year term of office;
iv. Chairman of the Board of Directors can be the chairman of executive committee;
v. Company secretary of the bank will be the secretary of the executive committee.
Qualifications of the Members:
i. Integrity, dedication, and opportunity to spare time in the functions of committee will have to be
considered while nominating a director to the committee;
5.1(b) ii. Each member should be capable of making valuable and effective contributions in the functioning Complied
of the committee;
iii. To perform his or her role effectively each committee member should have adequate
understanding of the detailed responsibilities of the committee membership as well as the bank’s
business, operations and its risks.
Roles and Responsibilities of the Executive Committee:
i. The executive committee can decide or can act in those cases as instructed by the Board of
directors that are not specifically assigned on full board through the Bank Company Act, 1991
5.1(c) and other laws and regulations Complied
ii. The executive committee can take all necessary decision or can approve cases within power
delegated by the board of directors.
iii. All decisions taken in the executive committee should be ratified in the next board meeting.
Meetings:
i. The executive committee can sit any time as it may deem fit.
ii. The committee may invite Chief Executive Officer, Head of internal audit or any other Officer to its
5.1(d) meetings, if it deems necessary; Complied
iii. To ensure active participation and contribution by the members, a detailed memorandum should
be distributed to committee members well in advance before each meeting;
iv. All decisions/observations of the committee should be noted in minutes.
Audit Committee:
The board will approve the objectives, strategies and overall business plans of the bank and the audit
5.2 committee will assist the board in fulfilling its oversight responsibilities. The committee will review the Complied
financial reporting process, the system of internal control and management of financial risks, the audit
process, and the bank’s process for monitoring compliance with laws and regulations and its own
code of business conduct.
Organizational structure:
i. Members of the committee will be nominated by the board of directors from the directors;
ii. The audit committee will comprise of maximum 05 (five) members, with minimum 2 (two)
5.2(a) independent director; Complied
iii. Audit committee will comprise with directors who are not executive committee members;
iv. Members may be appointed for a 03 (three) year term of office;
v. Company secretary of the bank will be the secretary of the audit committee.
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 SL No. Particulars Compliance Status
Qualifications of the Member:
i. Integrity, dedication, and opportunity to spare time in the functions of committee will have to be
considered while nominating a director to the committee ;
ii. Each member should be capable of making valuable and effective contributions in the functioning
of the committee;
5.2(b) iii. To perform his or her role effectively each committee member should have adequate Complied
understanding of the detailed responsibilities of the committee membership as well as the bank’s
business, operations and its risks.
iv. Professionally Experienced persons in banking/financial institutions specially having educational
qualification in Finance, Banking, Management, Economics, Accounting will get preference in
forming the committee.
5.2(c) Roles and Responsibilities of the Audit Committee
Internal Control:
1. Evaluate whether management is setting the appropriate compliance culture by communicating
the importance of internal control and the management of risk and ensuring that all employees
have clear understanding of their roles and responsibilities;
2. Review management’s actions in building computerization of the bank and its applications and
bank’s Management Information System (MIS);
5.2(c)(i) Complied
3. Consider whether internal control strategies recommended by internal and external auditors have
been implemented by the management;
4. Consider reports relating to fraud, forgery, deficiencies in internal control or other similar issues
detected by internal and external auditors and inspectors of the regulatory authority and place it
before the board after reviewing whether necessary corrective measures have been taken by the
management.
Financial Reporting:
1. Audit committee will check whether the financial statements reflect the complete and concrete
information and determine whether the statements are prepared according to existing rules &
5.2(c)(ii) regulations and standards enforced in the country and as per relevant prescribed accounting Complied
standards set by Bangladesh Bank;
2. Discuss with management and the external auditors to review the financial statements before its
finalization.
Internal Audit:
1. Audit committee will monitor whether internal audit working independently from the
management.
2. Review the activities of the internal audit and the organizational structure and ensure that no
5.2(c)(iii) Complied
unjustified restriction or limitation hinders the internal audit process;
3. Examine the efficiency and effectiveness of internal audit function;
4. Examine whether the findings and recommendations made by the internal auditors are duly
considered by the management or not.
External Audit:
1. Review the performance of the external auditors and their audit reports;
5.2(c)(iv) 2. Examine whether the findings and recommendations made by the external auditors are duly Complied
considered by the management or not.
3. Make recommendations to the board regarding the appointment of the external auditors.

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 SL No. Particulars Compliance Status
Compliance with existing laws and Regulations:
5.2(c)(v) Review whether the laws and regulations framed by the regulatory authorities (central bank and other Complied
bodies) and internal regulations approved by the board are being complied with.
Other Responsibilities:
1. Submit compliance report to the board on quarterly basis on regularization of the omission,
fraud and forgeries and other irregularities detected by the internal and external auditors and
inspectors of regulatory authorities;
2. External and internal auditors will submit their related assessment report, if the committee solicit;
5.2(c)(vi) 3. Perform other oversight functions as desired by the Board of Directors and evaluate the Complied
committee’s own performance on a regular basis. d) Meetings: 1. The audit committee should
hold at least 4 meetings in a year and it can sit any time as it may deems fit; 2. The committee
may invite Chief Executive Officer, Head of internal audit or any other Officer to its meetings,
if it deems necessary; 3. To ensure active participation and contribution by the members, a
detailed memorandum should be distributed to committee members well in advance before each
meeting; 4. All decisions/observations of the committee should be noted in minutes.
Meetings:
1. The audit committee should hold at least 4 meetings in a year and it can sit any time as it may
deems fit;
2. The committee may invite Chief Executive Officer, Head of internal audit or any other Officer to its
5.2(d) Complied
meetings, if it deems necessary;
3. To ensure active participation and contribution by the members, a detailed memorandum should
be distributed to committee members well in advance before each meeting;
4. All decisions/observations of the committee should be noted in minutes.
Risk Management Committee:
To play an effective role in mitigating impending risks arising out from strategies and policies
formulated by the Board and to carry out the responsibilities efficiently, a risk management committee
5.3 will be formed. After identifying and assessing several risk factors like credit risks, foreign exchange Complied
risks, internal control and compliance risks, money laundering risks, information and communication
risks, management risks, interest risks, liquidity risks etc.; the risk management committee will
scrutinize whether appropriate risk management measures are being put in place and applied and
whether adequate capital and provision is being maintained against the risks identified.
Organizational Structure:
1. Members of the committee will be nominated by the board of directors from themselves;
5.3(a) 2. The Risk Management Committee will comprise of maximum 05 (five) members; Complied
3. Members may be appointed for a 03 (three) year term of office;
4. Company secretary of the bank will be the secretary of the Risk Management Committee.
Qualifications of the Member:
1. Integrity, dedication, and opportunity to spare time in the functions of committee will have to be
considered while nominating a director to the committee;
5.3(b) 2. Each member should be capable of making valuable and effective contributions in the functioning Complied
of the committee;
3. To perform his or her role effectively each committee member should have adequate
understanding of the detailed responsibilities of the committee membership as well as the bank’s
business, operations and its risks.
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 SL No. Particulars Compliance Status
5.3(c) Roles and Responsibilities of the Risk Management Committee:
Risk identification & control policy :
Formulation and implementation of appropriate strategies for risk assessment and its control is
5.3(c)(i) the responsibility of Risk Management Committee. Risk Management Committee will monitor risk Complied
management policies & methods and amend it if necessary. The committee will review the risk
management process to ensure effective prevention and control measures.
Construction of organizational structure:
The responsibility of Risk Management Committee is to ensure an adequate organizational structure
5.3(c)(ii) for managing risk within the bank. The Risk Management Committee will supervise formation of Complied
separate management level committees and monitor their activities for the compliance of instructions
of lending risk, foreign exchange transaction risk, internal control & compliance risk, money laundering
risk, information & communication risk including other risk related guidelines.
Analysis and approval of Risk Management policy:
Risk management policies & guidelines of the bank should be reviewed annually by the committee.
5.3(c)(iii) The committee will propose amendments if necessary and send it to the Board of Directors for their Complied
approval. Besides, other limits including lending limit should be reviewed at least once annually and
should be amended, if necessary.
Storage of data & Reporting system:
5.3(c)(iv) Adequate record keeping & reporting system developed by the bank management will be approved by Complied
the risk management committee. The committee will ensure proper use of the system. The committee
will minute its proposal, suggestions & summary in a specific format & inform the Board of Directors.
Monitoring the implementation of overall Risk Management Policy:
5.3(c)(v) Risk Management Committee will monitor proper implementation of overall risk management policies. Complied
They will monitor whether proper steps have been taken to mitigate all risks including lending risk,
market risk, and management risk.
Other responsibilities:
1. Committee’s decision and suggestions should be submitted to the Board of Directors quarterly in
short form;
5.3(c)(vi) Complied
2. Comply instructions issued time to time by the controlling body;
3. Internal & external auditor will submit respective evaluation report whenever required by the
committee.
Meetings:
1. The risk management committee should hold at least 4 meetings in a year and it can sit any time
as it may deems fit;
2. The committee may invite Chief Executive Officer, Chief Risk Officer and any other Officer to its
5.3(d) Complied
meetings, if it deems necessary;
3. To ensure active participation and contribution by the members, a detailed memorandum should
be distributed to committee members well in advance before each meeting;
4. All decisions/observations of the committee should be noted in minutes.
Training for the Directors:
6 The directors shall make themselves fully aware of the banking laws and other related rules and Complied
regulations for performing his duties properly.

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 Annexure 01
[As per condition no. 1(5)(xxii)]

Meeting of the Directors of NRB Bank Limited During the year 2020
Board of Directors:
No. of % of
Sl. Directors Designation No. of Attendance
Meeting Attendance
1. Mr. Mohammed Mahtabur Rahman Chairman 21 20 95.24%
2. Mr. Tateyama Kabir Vice Chairman 21 21 100.00%
3. Mr. Mohammed Jamil Iqbal Vice Chairman 21 18 85.71%
20
(01 meeting was attended by his
4. Mr. Khandakar R. Amin Director 21 95.24%
Alternate Director Mr. Khandakar H. U
Bahar)
15
5. Mr. Imtiaz Ahmed Director 21 ( 03 meetings were attended by his 100.00%
Alternate Director)
6. Mr. Ali Ahmed Director 21 19 90.48%
7. Mr. Iqbal Ahmed OBE DBA Director 21 20 95.24%
21
(01 meeting was attended by his
8. Mr. Mohammed Jahed Iqbal Director 21 100.00%
alternate Director Mr. Muhammad Asif
Zaman)
9. Mr. Abdul Karim Director 21 19 90.48%
10. Mr. Mohammed Idrish Farazy Director 21 20 95.24%
19
(01 meeting was attended by his
11. Mr. Nesar Ahmed Choudhury Director 21 90.48%
Alternate Director Mr. Mr. Akhtar Hamid
Khan)
17
(17 meetings were attended by his
12. Mr. Nafih Rashid Khan Director 21 80.95%
Alternate Director Mr. Aminur Rashid
Khan)
13. Mr. Naveed Rashid Khan Director 21 21 100.00%
14. Mr. M Badiuzzaman Director 21 20 95.24%
15
(11 meetings were attended by his
15. Mr. Humayen Kabir Khan Director 21 71.43%
alternate Director Mr. Abdul Quayum
Khalique)
0
16. Mr. Mohammed Giash Uddin Director 21 Appointed in 7th AGM held on 0.00%
23.12.2020
0
17. Mr. Mohammed Ehsanur Rahman Director 21 Appointed in 7th AGM held on 0.00%
23.12.2020
a n n u a l r e p o r t 2020

18. Mr. Md. Abdul Jalil Chowdhury Independent Director 21 20 95.24%

19. Mr. Md. Motior Rahman Independent Director 21 18 85.71%

86
 Annexure 02
[As per condition no. 1(5)(xxiii)]
Pattern of Shareholding
The pattern of shareholding of NRB Bank Limited as on 31 December 2020 as per Bangladesh Securities and Exchange Commission’s Notification No.
SEC/CMRRCD/2006-158/207/Admin/80 dated 03 June 2018:
a) Shareholding by Parent/Subsidiary/Associated Companies and other related parties : Nil
b) Shares held by Directors, Chief Executive Officer, Company Secretary, Chief Financial Officer, Head of Internal Audit and their Spouses and Minor
Children are as follows :
Status as of 31 December 2020:
(i) Shares held by Directors and their Spouses

Sl. Directors Status No. of Shares Name of Spouse No. of Shares

1. Mr. Mohammed Mahtabur Rahman Chairman 16,160,000 Mrs. Bayzun N Chowdhury 3,499,200
2. Mr. Tateyama Kabir Vice Chairman 14,580,000 Mrs. Hasina Akther NIL
3. Mr. Mohammed Jamil Iqbal Vice Chairman 21,578,400 Mrs. Shireen Khanom NIL
4. Mr. Khandakar R. Amin Director 9,331,200 Mrs. Shapali Khandakar NIL
5. Mr. Imtiaz Ahmed Director 2,332,800 Mrs. Aktar Nasim Ahmed NIL
6. Mr. Ali Ahmed Director 6,415,200 Mrs. Jamila Begum Ahmed NIL
7. Mr. Iqbal Ahmed OBE DBA Director 21,600,000 Mrs. Salma lqbal NIL
8. Mr. Mohammed Jahed Iqbal Director 12,247,200 Mrs. Sebina Akter Chowdhury NIL
9. Mr. Abdul Karim Director 23,328,000 Mrs. Afia Begum NIL
10. Mr. Mohammed Idrish Farazy Director 2,700,000 Mrs. Tahmina Akter Mitu NIL
11. Mr. Nesar Ahmed Choudhury Director 2,916,000 Mrs. Shajna Choudhury NIL
12. Mr. Nafih Rashid Khan Director 21,578,400 Mrs. Aniqa Hoque Khan NIL
13. Mr. Naveed Rashid Khan Director 23,328,000 Mrs. Farjana Kazi NIL
14. Mr. M Badiuzzaman Director 20,969,280 Mrs. Nasreen Zaman NIL
15. Mr. Humayen Kabir Khan Director 6,925,500 N/A N/A
16. Mr. Mohammed Giash Uddin Director 2,332,800 Mrs. Salma Khatun NIL
17. Mr. Mohammed Ehsanur Rahman Director 22,408,667 Mrs. Rafa Jaigirdar 7,000,000
18. Mr. Md. Abdul Jalil Chowdhury Independent Director NIL Mrs. Shaheda Chowdhury NIL
19. Mr. Md. Motior Rahman Independent Director NIL Mrs. Nurunnahar Begum NIL
(ii) Shares held by:
Chief Executive Officer : Nil
Company Secretary : Nil
Chief Financial Officer : Nil
Head of Internal Audit : Nil
Spouses of above Executives : Nil
c) Shareholding by other Executives and Spouse : Nil
d) Shareholders holding ten percent (10%) or more voting interest in the company : Nil

NRB Bank Limited

87
 Chief Risk
Officer’s Report
Risk Management
on
There is a strong link between good shareholders. NRBBL affixes utmost priority to establish, maintain and upgrade risk management
infrastructure, systems and procedures. Required resources are allocated in this regard to improve
corporate governance and sound risk capacity, skill and expertise of relevant resources to enhance their risk management. Different
management. Without proper risk policies and procedures are approved by Board of Director of NRBBL. These guideline are regularly
management, the various functions in a assessed time to time to update them. Recognizing the impacts of internal and potential risk
domains, the bank has laid down different risk management processes consisting of definition,
banking institution cannot work together identification, analysis, measurement, acceptance and proper management of risk profile.
to achieve the bank’s objectives. The
changing nature of today’s business Risk Management Process:
environment is increasing both the The overall risk management process aims to reduce the bank’s overall risk level to one that is
scope and potential impact of the risks acceptable to both the bank’s senior management and its regulatory supervisor. Following are the
components of the Risk Management Process.
we face in our day-to-day operations.
Managing risk therefore constantly
requires innovation and reinvention. Identify Assessment Control Monitoring

Under the Integrated Risk Management

Direction of Bangladesh Bank, NRB Bank’s
risk management framework is focused on Steps Activity
supporting the day to day business activities Identify - Establish the process for identifying and understanding business-level risks.
of the Bank by building and strengthening its
risk management processes at all levels of the Assess - Agree and implement measurement and reporting standards and
methodologies.
organization.
Control - Establish key control processes and practices, including limit structures,
While NRB Bank Ltd. remains committed to impairment allowance criteria and reporting requirements.
maximizing shareholder value by growing its Monitoring - Monitor the operation of the control and adherence to risk direction and
business in line with a Board determined risk limits.
appetite, the Bank is mindful of achieving this - Provide early warning of control or appetite breaches.
objective in the best interest of all stakeholders. - Ensure that risk management practices and conditions are appropriate for
The Bank’s risk management strategy is to the business environment.
achieve a sound balance between risk and Report - Interpret and report on risk exposure, concentrations and risk-taking
return to the business, whilst maintaining strong outcomes.
liquidity and adequate capital positions at all - Interpret and report on sensitivities and key Risk Indicators.
times combined with a robust asset quality. - Communication with external parties.
Manage - Review and challenge all aspects of the risk profile.
NRB Bank Ltd. has continuously investing in Challenge - Assess new risk-return opportunities.
risk and capital management resources and - Review and challenge risk management practices.
infrastructure to support the Bank’s growing
credit portfolio. The implemented programme Risk Strategy and Risk Appetite
have helped us to streamline our business
A Bank’s strategy details the long-term and in some cases, short-term goals and objectives, as
processes, contributed towards improving well as how progress towards their achievement is measured. Along with business goals, the Bank
our risk monitoring capabilities to meet a should have risk goals and risk strategies which enable them to achieve the desired risk profile. The
more demanding regulatory environment and Board of Directors set the strategies and the senior management is responsible for implementing
supported the decision making process by those strategies and communicating them throughout the Bank. Bank’s Risk Appetite Framework
providing faster access to critical information. consists of risk capacity, risk appetite statement and key risk appetite measures. Application of the
risk appetite statement and monitoring of the key risk appetite measures help to ensure the Bank
Risk Management Framework: stay within appropriate risk boundaries. Risk appetite statement plays an important role in cascading
the risk strategy down through the Bank. NRB Bank Limited has also approved its update Risk
In NRB Bank Ltd, risk management is a dynamic appetite Statement from 103rd Board Meeting held on 25th August, 2020.
process interrelated with the philosophy, culture
a n n u a l r e p o r t 2020

and functionalities of the bank. Risk is clearly

identified, measured, mitigated or minimized
to shield capital and to maximize value for

88
NRB Bank’s Present Organogram of Risk Management Division: Executive Risk Management Committee:

Board of Directors NRB Bank has its Executive Risk Management

Committee (ERMC) which includes heads of
BRMC MD/CEO all core risk management divisions and other
CRO senior officials of the bank. Top management
(Head of RMD) ERMC of NRB Bank is aware of bank’s risk profile
on an ongoing basis and submit updated
DCRO report to ERMC for review on regular basis.
For effective oversight of risk management by
Risk Management Division Basel ERMC, the members of ERMC is provided with
(RMD) Implementation Unit sufficient information and they get enabled
to understand the bank’s risk profile, how
risks are assessed and as well. To serve this
Credit Market Liquidity Operational Risk Research Capital Stress
Risk Desk Risk Desk Risk Desk Risk Desk & Policy Adequacy Test purpose of ERMC, members oversee the
Development development, implementation and maintenance
Desk of an appropriate Management Information
Risk Governance and Organization: System (MIS) that identify, measure, monitor
and control bank’s various risks. And finally
Effective risk management begins with effective risk governance. The Bank has a well-established through effective communications among the
risk governance structure with an active and engaged Board of Directors supported by an members of the committee provide necessary
experienced Senior Management Team, that is, independent of the business lines. Decision-making guidance which are mentioned in respective
is highly centralized through a number of senior and executive risk management committees.
minutes and ensured necessary action taken by
Board Risk Management Committee: the concerned parties. This committee convenes
every month with the name of “Executive Risk
The Board of Directors, either directly or through its committee ensures that decision-making is Management Committee (ERMC)”.
aligned with the Bank’s strategies and risk appetite. The Risk Management Committee receives
regular updates on the key risks of the Bank and approves key risk policies, limits, strategies, and Risk Management Division (RMD):
risk appetite. The Risk Management Division of the Bank reports to the Board Risk Management
committee on the effectiveness of the risk governance structure and risk management framework Risk Management Division (RMD) of the bank
regularly. is responsible for establishing bank’s risk
management framework and to ensure that
Following are the members of Risk Management Committee of the Board of Directors in the year
the procedures for identification, monitoring,
2020:
mitigating and managing risks are in place and
SL Name Position in the Committee Bangladesh Bank risk management guidelines,
1 Dr. Nesar Ahmed Choudhury Chairman core risk management guidelines of each area
2 Mr. Mohammed Jamil Iqbal Vice Chairman and Capital Adequacy under Basel Accord are
being complied effectively. NRB Bank’s risk
3 Mr. Mohammed Rafique Miah Member
mitigating technique is not to wait for the risk
4 Mr. Md. Abdul Jalil Chowdhury Member
to manifest but to take precautionary measures
5 Mr. Md. Motior Rahman Member
before incident happens. To supplement
In the year 2020, 6 (Six) meetings of the Risk Management Committee of the Board (BRMC) were the stand, RMD is extensively working on
held accordingly which are as follows: capacity building and exchange of ideas about
risk management for creating a robust risk
SL Particulars Meeting held on awareness and risk management culture within
1 22nd Board Risk Management Committee 17-05-2020 the bank.
2 23rd Board Risk Management Committee 07-06-2020
3 24th Board Risk Management Committee 05-07-2020 The main functions of the department include,
4 25th Board Risk Management Committee 09-08-2020 but not limited to, the following:
5 26th Board Risk Management Committee 16-08-2020
6 27th Board Risk Management Committee 12-12-2020

NRB Bank Limited

89
 ‹ Managing the process for developing risk Yearly Loans & Amount in Million

38849
38932
policies and procedures;
Advances of
‹ Coordinating with business users/units to NRBBL
prepare functional specifications;

32474
‹ Preparing and forwarding risk reports; and
Sector wise

17,958
‹ Assisting in the implementation of all
aspects of the risk function. Loan portfolio

22921
Credit Risk Management:
Credit risk is the most significant and inherent
risk in banking business. Every loan exposure
or transaction with counterparty involves the
Bank to some extent of credit risks. Credit 12589
Risk Management is at the heart of the overall
11092

risk management system of the Bank. It is

6,239
6,138
designed and regularly updated to identify,

5,400
measure, manage and mitigate credit risk to
6292

maintain and improve quality of loan portfolio

454

and reduce actual loan losses and to ensure

2,497
that approved processes are followed and
2013
2014
2015
2016
2017
2018
2019
2020
appropriate due diligence are made in approving
new credit facilities and renewals. Bank’s credit
risk management (CRM) division specifically 481

Transport 120

Miscellaneous 17
addresses the following areas:
Agriculture,
Fishing, and Forestry
Industry
Trade &
Commerce
Construction

Consumer
financing
Loans to
financial institutions
‹ Implementation of the credit risk policy/
strategy approved by the board.

‹ Ensure compliance with limits approved by

Classification
96.29%

the board.

‹ Makings recommendations to the board,

Status
for its approval, clear policies on standards
for presentation of credit proposals,
financial covenants, rating standards and
benchmarks.
Deciding delegation of credit approving powers, Division Wise
prudential limits on large credit exposures, Exposure
standards for loan collateral, portfolio
management, loan review mechanism, risk Dhaka= BDT 28092
concentrations, risk monitoring and evaluation, Chattogram= BDT 6493
pricing of loans, provisioning, regulatory/legal Rajshahi= BDT 1041
compliance, etc.
Sylhet= BDT 1224
2.64%

Khulna= BDT 1459

Sub-Standard 0.81%
Doubtful 0.26%

Rangpur= BDT 0
Barisal= BDT 0
Unclassified

Bad/Loss

Mymensingh= BDT 539

a n n u a l r e p o r t 2020

90
Market Risk Management: Equity Risk:

Market risk can be defined as the risk of losses in on and off-balance sheet positions arising from Equity risk is the risk that the individual’s equity/
adverse movements in market prices. Market risk stems from all the positions included in the Bank’s debt investments will depreciate because of
trading book, foreign exchange risk as well as from commodity positions. The Bank is susceptible to stock market dynamics causing one to lose
market risk due to movement in the interest rates, equity prices and exchange rates and the Bank money. The Bank is conscious of systematic
has no exposure to commodity risk. and unsystematic risks of the equity portfolio.
The Bank has a limit structure to monitor and
Market Risk Management Framework: minimize the equity risk in the trading portfolio.
Market risk management is a systematic function on risk identification, measurement and monitoring Value at Risk (VaR) and stress testing techniques
relating to interest rates (both deposit and lending), foreign exchange and equity in order to manage/ are used by the Bank to measure the equity risk
mitigate adverse impacts. The Bank manages the market risk based on the market risk related in the trading portfolio.
policies, guidelines and the limit structure approved by the Board. Management of the interest To control Equity price risks, the Bank uses the
rate risk and the exchange rate risk is the responsibility of the Asset and Liability Management following instruments:
Committee, while the Investment Committee is responsible for managing the equity risk.
‹ Establishing and controlling the observance
Market Risk Identification and Assessment: of equity price risk limits: stop-loss limits,
Interest Rate Risk: Interest rate risk is the risk that an investment’s value will change due to a limits on the volume of open positions,
change in the absolute level of interest rates, in the spread between two rates, in the shape of the limits on the volume of the Bank‘s potential
yield curve or in any other interest rate relationships. The changes in interest rates will affect the net losses, connected with changes in the
interest income of the Bank and the value of on balance sheet rate sensitive assets & liabilities and Equity price risk factor.
off balance sheet positions. ‹ System indicators for early warnings about
Interest rate risk is one of the most significant aspects in the market risk as the changes in interest potential financial market crisis;
rates affect both the earnings value and the economic value of equity of the Bank. Therefore, the
interest rate risk is measured in both these perspectives.

The Bank uses several techniques such as rate sensitive gap analysis, duration gap analysis under
stress testing to assess the interest rate risk.

Under the earnings perspective, maturity gap of Rate Sensitive Assets (RSAs) and Rate Sensitive
Liabilities (RSLs) are assessed considering the re-pricing which is used to measure the Interest Rate
Risk in the Banking Book (IRRBB). This is the simplest technique to measure the interest rate risk.

Simple
Sensitivity Analysis
Above 14497
1 year 10700
5894
1 year
10701

6 months 4550
7349
15687
3 months
13660
Interest Sensitive Asset Interest Sensitive Liabilities

NRB Bank Limited

91
 Stress Testing Results for Interest rate, Foreign Exchange and Equity Risk: general disruption in financial markets which
lead to normal liquid assets becoming illiquid.
Particulars Minor Moderate Major The main sources of the Bank’s funding are
Shock applied by the bank 1% 2% 3% capital, core deposits from retail and commercial
clients, wholesale deposits and access to
Interest rate (0.78) (1.57) (2.35)
borrowed funds from the interbank money
CRAR after interest rate shock 16.05 15.26 14.48 market. NRB Bank manages liquidity risk in
Shock applied by the bank 5% 10% 15% accordance with regulatory guidelines and
Currency Appreciation (0.02) (0.04) (0.06) international best practices.
CRAR after exchange rate shock 16.81 16.79 16.77 Contractual maturity of assets and liabilities,
Shock applied by the bank 10% 20% 40% liquidity ratios to include adherence to regulatory
Equity shock (0.30) (0.60) (1.21) requirements and monthly liquidity forecasts
generated from the ALM system are reviewed
CRAR after equity shock 13.53 16.23 15.62 at ALCO meetings. Furthermore liquidity stress
Operational Risk Management: tests are carried out to assess the impact of
extreme events.
Proper operational risk management prevents losses resulting from inadequate or failed internal
processes, people and system or from external events. It is the risk of loss arising from the potential Liquidity risk is further broken down into:
that inadequate information system; technology failures, breaches in internal controls, fraud,
unforeseen catastrophes, or other operational problems may result in unexpected losses. The i) Funding liquidity: This relates to the risk that
Board and senior management of NRB Bank Limited ensures that there is an effective, integrated the bank will be unable to meet current and/
operational risk management framework. This encompasses clearly defined organizational or future cash flow or collateral requirements
structures, with defined roles and responsibilities for all aspects of operational risk management/ in the normal course of business, without
monitoring and there are appropriate tools that support the identification, assessment, control and adversely affecting its financial position or
reporting of key risks. NRB Bank Limited has taken following measures to mitigate Operational Risk: its reputation.

‹ Establishing a strong operational risk management culture throughout the Bank. ii) Market liquidity: It’s relates to the risk that
the bank may be unable to trade in specific
‹ Integrate operational risk management activities into the Bank’s overall risk management markets or that it may only be able to do so
processes. with difficulty due to market disruptions or a
lack of market liquidity.
‹ Ensure the implementation of all policies, processes and systems effectively at all decision
making levels Sources of liquidity risk include:
‹ Developing a clear, effective and robust governance structure with well defined, transparent and i) Unforeseen withdrawals of deposits.
consistent lines of responsibility.
ii) Restricted access to new funding with
‹ To ensure a strong control environment that utilizes policies, processes and systems; appropriate maturity and interest rate
appropriate internal controls; and standard risk mitigation and/or transfer strategies. characteristics.
Keeping the above focus NRB Bank Limited has put a structured framework for the effective iii) Inability to liquidate a marketable asset in a
management of operational risks. timely manner with minimal risk of capital
loss.
Capital Requirement for Operational Risk:
iv) Unpredicted customer non-payment of loan
Details Amount in Million obligations.
Total RWA for Operational risk 3740.14 v) A sudden increased demand for loans in the
Total Capital requirement for Operational risk 374.01 absence of corresponding funding inflows of
appropriate maturity.
Liquidity Risk Management:
We measure liquidity risk by quantifying and
Liquidity risk arises when the Bank cannot maintain or generate sufficient funds to meet its payment calculating various liquidity risk metrics and
a n n u a l r e p o r t 2020

obligations as they fall due or can only do so at a material loss. This can arise when counterparties ratios to assess potential risks to the liquidity
position. Metrics and ratios include:
who provide funding to the Bank withdraw or do not roll over a line of funding or as a result of a

92
i) Our regulatory requirements. Internal Control & Compliance Risk
Management:
ii) ‘Business as usual’ normal environment where we apply rollover and reinvestment assumptions
under benign market conditions. Internal controls are put in place to keep the
bank on course toward profitability goals and
iii) Stress conditions based on statistical historical analysis, documented experience and prudent achievement of its mission and to minimize
judgment. loopholes along the way. Internal controls
iv) Basel standards for liquidity measurement: – Liquidity Coverage Ratio (LCR) promote efficiency, reduce risk of asset loss, and
– Net Stable Funding Ratio (NSFR) help ensure the reliability of financial statements
and compliance with laws and regulations.
v) Other key funding and balance sheet ratios.
The primary objective of internal control system
vi) Monitoring and analyzing market trends and the external environment. is to help the Bank perform in a sound and
prudent manner with the available resources.
The main objectives of the internal control
process are categorized as under:
Maximum Net Stable ‹ Performance Objective: It relates to the
Cumulative Cash Funding effectiveness and efficiency of the Bank in
Outflow Reserve Statutory Ratio
Liquidity using its assets and other resources and
(MCO) AD Ratio Ratio (CRR) Liquidity Coverage (NSFR) protecting the Bank from loss.
Ratio (SLR)
Maintained Ratio (LCR)
5.76%

‹ Information Objective: It addresses the

23.20%

109.98%
109.08%
87.70%

107.05%
87.80%

85.52%
21.44%

102.13%

preparation of timely, reliable, relevant

126.18%
82.67%

20.50%

120.57%

reports needed for decision - making and

4.46%

18.58%
18.38%
4.39%

other financial related disclosures.

16.86%

4.05%

16.38%
15.75%

92.65%
91.61%

‹ Compliance Objective: It demonstrates

that all banking activities are performed
in compliance with applicable rules and
regulations of the regulatory body and the
bank’s own policy, plan and procedures.
Internal Control & Compliance Division

Audit Inspection Department Compliance Department Monitoring Department

Internal Control & Compliance process of NRB

Bank:
‹ Departmental Control Function Check List
(DCFCL), at the frequencies, i.e., daily,
weekly, monthly, quarterly;
‹ Loan Documentation check List
‹ Quarterly Operation report (QOR) is needed
to be prepared, maintained and reviewed.

Function of Audit & Inspection Department:

a. The Audit team of Audit & Inspection
department will perform periodic and spot/
March, 20
June, 20
September, 20
December, 20
March, 20
June, 20
September, 20
December, 20
March, 20
June, 20
September, 20
December, 20
March, 20
June, 20
September, 20
December, 20
March, 20
June, 20
September, 20
December, 20
March, 20
June, 20
September, 20
December, 20

special audit.
b. Each year the department will set out an
audit plan for the year to be approved by
the Managing Director.

NRB Bank Limited

93
 c. This will be risk based plan where sensitive ‹ They will comply with all Self Assessment of Anti Fraud Internal Controls (SAAFIC) reports
areas will be provided with priority. received from different branches and send the review report to Bangladesh Bank;
d. The deficiencies identified during the ‹ Monitoring department also perform spot inspection/audit on Anti Fraud Internal Control of
audit should be notified to the branch and different branches and prepared audit report & send to the respective branches for compliance;
significant audit findings should be reported ‹ To carry out inspection routinely on surprise dates to sample check on the items in DCFCL
to the Managing Director.
(Departmental Control Function Check List) in Branches.
e. At the end of the year, the Audit & ‹ To play role in reporting of ISS to BB ISS Web Portal & preserve the same;
Inspection department will prepare a
summary report on the audit findings and ‹ To prepare the Health Report of the Bank on quarterly basis and send it to the Audit Committee;
corrective actions taken their against, To comply with the directives of Bangladesh Bank a special meeting of the Board of Directors was
which should be forwarded to the Audit held on 23rd August, 2015 to review the compliance/implementation status on the observations of
Committee of the Board of Directors and Bangladesh Bank’s comprehensive inspection report, where the representatives of Bangladesh Bank
Managing Director & CEO of our Bank. were also present.
In 2020 internal Audit under IC&C Division conducted following no. of Audits:
Function of Compliance Department:
Summary No. of Audit
‹ The Compliance Department is responsible
to ensure that bank complies with all Risk Based  Audit on branches 38
regulatory requirements, while performing Comprehensive Audit at Head Office 17
its business;
Surprise cash audit 08
‹ Compliance Department will incorporate
regulatory requirements in the work IT Audit - Department 04
process to ensure full compliance; IT audit -  Branch 19
‹ They will contact regulatory authorities for Spot Inspection on Money Laundering 08
proper clarification on a particular issue
Inspection on Agent Outlet 03
and notify the concerned departments
accordingly; ICT Security Risk Management:
‹ They will ensure taking timely corrective
measures as soon as the inspection As banks adopt technology as part of their ongoing strategic tool to face challenges in the emerging
report is received and must ensure that realities of business, they are increasingly exposed to technology risks. The risk has been increased
serious lapses identified by the regulatory in the cyber zone for the introduction of Internet Banking and increasing of E-commerce transaction
authority are brought to notice of the Audit across the world.
Committee of the Board along with the
Senior Management of the Branch. It is therefore imperative for each bank to work out appropriate IT risk management strategic to
‹ Compliance department will also arrange secure its most vital information assets and ensure that related risk management systems and
appropriate training for employees so that processes are strengthened on continual basis to secure both present and future banking activities.
employees are aware of the regulations NRB Bank Limited, with the approval of the Board, has adopted an ICT policy in compliance with
that are necessary to accomplish their job. ICT security guidelines of Bangladesh Bank covering various aspect of ICT risk management. ICT
Function of Monitoring Department: Risk Management is emerging separate practice because of the unique role that IT plays in today’s
organizations.
‹ Monitoring Department will identify the
documentation lapses of different branches NRB Bank Limited follows a robust, effective and efficient Information Technology with its Centralized
by reviewing LDCL (Loan documentation Core Banking System, Mobile Banking application, In-House developed systems and other
Check List); applications. Moreover Software team is working to minimize each risk element without hampering
daily operational activities. The implantation of each new patch is scrutinized through a precise
‹ They will identify operational lapses/ testing and debugging method with own in-house team.
anomalies of different branches by
reviewing QOR (Quarterly Operation NRB Bank has taken necessary following stages to implement the process of ICT Security risk
Report); assessment:
‹ They will prepare LDCL review report on a) Adopt a lifecycle approach;
a n n u a l r e p o r t 2020

quarterly basis & sent to the Managing

b) Evaluate and analyze the risks;
Director;
c) Identify informational assets and their values;

94
d) Identify threats and vulnerabilities to NRB considers Money Laundering and Terrorist Financing Risk not only a compliance requirement
information security; of the regulatory bodies but also as one of its core business values. The Board of Directors and the
e) Plan the means and methods to minimize Management are firmly committed to combat Money Laundering activities.
information risks; Money Laundering Awareness Number of Program
SL
f) Establish multi-layered boundary defenses Program (From 1st January,20 - 31st December,20)
with help of R&D team to deploy a security 1 Board of Directors 01
wall between the untrusted external 2 Executive 01
network and the trusted internal network; 3 Officers 09
g) Plan for a proper disaster management Environmental & Social Risk Management:
related to IT services;
NRB Bank is always vigilant to manage Environmental and climate change risks that may arise
h) Establish an IT governance framework from the uncertainty or probability of losses that originates from any adverse environmental or
inside the bank; climate change events (natural or manmade) and/or the non- compliance of the prevailing national
i) Control measures implantation; environmental regulations. This is a facilitating element of credit risk arising from environmental
j) IT risks monitoring and control; issues. These can be due to environmental impacts caused by and / or due to the prevailing
environmental conditions. Environmental and climate change risk can hamper the business stability
k) Build a risk- aware culture and develop of the borrowers in respect of bothi) profitability and ii) reputation. Consequentially, the extent of
skills of manpower ; risk for the banks will be higher. Sector Environmental Due Diligence (EDD) Check List specified
l) Managing IT risk using the effective, in Guidelines on Environmental Risk Management (ERM) issued vide BRPD Circular No. 01/2011
efficient and right tools; dated 30/01/2011 is used to determine this risk. For the loans under the sectors specified in the
IT Risk Management helps to reduce service guidelines and which will have EnvRR of ‘High (H)’ was considered for the capital charge against this
costs and achieve greater compliance by risk.
effectively assessing classifying IT risk. Outstanding in this Project is as below as on December, 2020:
Moreover, IT Risk Management enables the (BDT Million)
management to initiate effective management
decision to ensure smooth the business Green Projects/Products Loan Outstanding
operations. Biological ETP 96.76
Money Laundering Risk Management: Green Bricks Plant 169.97
NRBBL is strongly committed to preventing Leed Certified Green Estab. 303.86
the use of the Bank’s products and services Green Estab. 350.60
for Money Laundering and Terrorist Financing
purposes and to preventing violations of Pet Bottle Recycling Plant 827.77
Sanctions Regulations. In 2020, NRB has Recyclable Poly Baggage 103.48
stepped up its efforts in this area and we will
continue this work in 2021. Activities are being Used lead acid battery recycling plant 997.33
undertaken across the Bank to ensure that Solar Panel 91.48
we meet all regulatory standards and that we Total 2941.26
achieve broad oversight on and consistency in
our approach. This includes an upgrade of our
transaction monitoring capabilities throughout Supervisory Review Process (SRP)
the entire network. The bank has a designated Supervisory Review Process, the Second Pillar of Basel-III of Risk Based Capital Adequacy
Chief Anti Money Laundering Compliance Framework, is intended not only to ensure that banks have adequate capital to support all the
Officer (CAMLCO) at Head Office and Branch risks in their business, but also to encourage banks to develop and use better risk management
Anti Money Laundering Compliance Officers techniques in monitoring and managing their risks. The key principle of the Supervisory Review
(BAMLCO) at branches who independently Process (SRP) enjoins that banks should have a process for assessing overall capital adequacy in
review the transactions of the accounts to verify relation to their risk profile and a strategy for maintaining their capital at an adequate level. The main
suspicious transactions. Last year, the Bank aspects of a rigorous SRP are as follows:
updated and reviewed its guidelines on Anti
Money Laundering and Combating financing of ‹ Board and senior management oversight,
terrorism which received enormous appreciation ‹ Sound capital assessment,
from the regulatory bodies for the quality of its ‹ Comprehensive assessment of risks,
contents. The convergence of several remarkable
‹ Monitoring and reporting and
changes in the world markets propelled Money
Laundering to become a worldwide problem. ‹ Internal control review.

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95
 Besides the Credit Risk, Market Risk and Operational Risk under Pillar-I bank has to assess The Management and Board of the Bank feel
additional capital under Pillar-II Supervisory Review Process for the following risk areas: and believe that, with the growth of its business,
strengthening its oversight and building a
SL. No. Name Type strong risk management structure is a priority.
1 Residual Risk ‹ Error in documentation NRB Bank is well aware that its business also
‹ Error in valuation of collateral carries certain risk elements. Therefore, it has
set its risk management policies in terms of
2 Concentration Risk ‹ Credit Concentration Risk
risk appetite statement and introduced effective
‹ Market Concentration Risk
risk assessment procedures, monitoring and
3 Liquidity Risk ‹ Cash Reserve Requirement (CRR): oversight in a very methodical and conscious
‹ Statutory Liquidity Ratio (SLR), manner in order to control the internal and
‹ Medium Term Funding Ratio (MTFR), external risks at an optimum level. It has
‹ Maximum Cumulative Outflow (MCO), been able to establish an inherent culture of
‹ Advance Deposit Ratio (ADR) continuous and gradual improvement. On a final
‹ Liquidity Coverage Ratio (LCR), note, we would like to reaffirm our stakeholders
‹ Net Stable Funding Raito (NSFR). that the Bank has always been committed
4 Reputation Risk ‹ Credit Rating conducted by ECAIs to remaining fully complied and maintaining
‹ Internal Fraud transparency in risk mitigation so that the
‹ External Fraud Bank can build its business on the concrete
‹ Non-Payment or Delayed payment of foundation of “sustainability”.
accepted bills
5 Strategic Risk ‹ CAMELS rating
‹ Operating expenses
‹ Classified loans ratio
‹ Recovery of classified loan
‹ Written-off loans ……………………………………..
‹ Interest waiver
‹ Cost of fund Chief Risk Officer (Acting)
6 Settlement Risk ‹ Issues of foreign trade settlement
‹ All types of receivables that have not been
realized or have been realized lately
7 Evaluation of Core Risk Management ‹ Ratings of Core Risks implementation
8 Environmental & Climate change ‹ Damage of assets due to adverse change of
Risk environment
9 Other Material Risk ‹ Other risks that may jeopardize bank’s assets
or income

Stress Testing:
Stress testing examines the sensitivity of Bank’s Capital for Regulatory capital as well as Economic
capital under a number of scenarios and ensures that emerging risks stemming into its portfolio
are appropriately accounted. It is an important risk management technique that is used to evaluate
the potential effects on bank’s financial condition of a specific event and/ or movement in a set of
financial variables.
Stress testing framework is being used to assess absorbing capacity of the Bank, considering its
impact on bank’s capital adequacy by using minor, moderate and major level of shock. The findings
of stress testing are reviewed by the Risk Management Committee (RMC) in its periodic meetings.
The results of the stress testing are reported to the Board of Directors of the bank for their guidance
against the particulars risk areas. Stress testing is carried on quarterly basis and reported to
Bangladesh Bank within the stipulated time.
Combined Stress Testing Result of NRB Bank as on 31st December, 2020:
Minor Shock Moderate Shock Major Shock
Combined Changes in CRAR after Changes in CRAR after Changes in CRAR after
a n n u a l r e p o r t 2020

Shock CRAR Shock (%) CRAR Shock (%) CRAR Shock (%)
-3.18 13.65 -9.29 7.54 -16.12 -0.71

96
Disclosures on
Risk Based Capital
(Basel III)

Risk is an integral part of banking business in an ever dynamic environment, which

is undergoing radical changes both on the technology front and product offerings.
The main risks faced by the bank are credit risk, market risk and operational
risk. NRB Bank aims to achieve an optimum balance between risk and return to
maximize shareholder value. The relevant information on the various categories
of risks faced by the bank is given in the ensuing sections. As per pillar-III under
Basel-III, this disclosure is intended to give market participants a better idea on the
risk profile and risk management practices of NRB Bank Limited.
To cope up with the international best practices and to make the bank’s risk
absorbent capital ‘Guidelines on Risk Based Capital Adequacy (RBCA) for banks’
(Revised Regulatory Capital Framework in line with Basel II) was introduced from
January 01, 2009 as a parallel run with BRPD Circular No. 10, dated November
25, 2002 (Basel I). At the end of parallel run, Basel II regime started from January
01, 2010 and the guidelines on RBCA came fully into force with its subsequent
supplements/revisions. After that, Bangladesh Bank issued ‘Guidelines on Risk
Based Capital Adequacy (RBCA) for banks’ (Revised Regulatory Capital Framework
in line with Basel III) vide its BRPD Circular 18 dated December 21, 2014 that
Basel III reporting started from January 2015 and full implementation started
from January 2020. Instructions regarding Minimum Capital Requirement (MCR),
Adequate Capital Requirement and Disclosure requirement as stated in the
guidelines had to be followed by all scheduled banks for the purpose of statutory
compliance.

Implementation of Basel III:

Basel III refers to the latest capital and liquidity standards prescribed by the Bank for International Settlements (BIS). Bangladesh entered into the Basel III
regime effective from January 01, 2015. Bangladesh Bank (BB) amended its capital standard which was based on Basel II and circulated new regulatory
capital and liquidity guidelines in line with Basel III of BIS. This new capital and liquidity standards has great implications for banks. The guidelines provide
a transition schedule for Basel III implementation up to 2019. From 2020, In line with full implementation, minimum capital to risk weighted assets ratio
(CRAR) was set at 12.50% with minimum Tier-1 Capital ratio at 6.00%.

The Basel III framework consists of three-mutually reinforcing pillars:

• Pillar 1 covers the calculation of risk weighted assets and minimum capital requirement for credit risk, market risk and operational risk
• Pillar 2 (Supervisory Review Process) intends to ensure that the Banks have adequate capital to address all the risks in their business
• Pillar 3 speaks of ensuring market discipline by disclosing adequate information to the stakeholders

Limits (Minima and Maxima) under Basel lll:

2020 NRB Bank Ltd.
SL Particulars
Required (December, 2020)
1 Common Equity Tier 1 4.5% 14.62%
2 Minimum T-1 Capital Ratio 6% 14.62%

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97
 3 Minimum Capital to Risk Weighted Asset Ratio 10% 16.07%
4 Tier 2 Capital to Risk Weighted Asset Ratio Maximum up to 4.0% of the total RWA 1.45%
or 88.89% of CET1, whichever is higher
5 Minimum Total Capital plus Capital Conservation Buffer 12.50% 16.07%
6 Leverage Ratio ≥ 3% 9.23%
7 Liquidity Coverage Ratio ≥ 100% 120.57%
8 Net Stable Funding Ratio > 100% 109.08%

Components of Disclosure:
Disclosure is organized as per Bangladesh Bank requirement in the following components:

1. Scope of Application
2. Capital Structure
3. Capital Adequacy
4. Credit Risk
5. Equities: Disclosures for Banking Book Positions
6. Interest Rate Risk in the Banking Book
7. Market Risk
8. Operational Risk
9. Leverage Ratio
10. Liquidity Ratio
11. Remuneration

a) Scope of application:

Qualitative Disclosures
a) The name of the top NRB Bank Limited
corporate entity in the group
to which this guidelines
applies
b) An outline of differences in NRB Bank Limited
the basis of consolidation
for accounting and NRB Bank Limited was formally inaugurated on 4th August, 2013 as a Public Limited Company (Banking Company)
regulatory purposes, with under the Companies Act 1994 for carrying out all kinds of banking activities. Presently the Bank is operating its
a brief description of the business through Corporate Head Office having following no. of branches, agent banking and other facilities all
entities within the group (i) over Bangladesh-
that are fully consolidated;
(ii) that are given a
deduction treatment; No. of Branches: 46
and (iii) that are neither No. of Agent banking: 316
consolidated nor deducted No. of ATM booths: 46
(e.g. where the investment No. of DESCO Bill Collection Booths: 07
is risk-weighted).
c) Any restrictions, or other Not applicable
major impediments,
a n n u a l r e p o r t 2020

on transfer of funds or
regulatory capital within the
group.

98
 Quantitative Disclosures
d) The aggregate amount of Not applicable
surplus capital of insurance
subsidiaries (whether
deducted or subjected to
an alternative method)
included in the capital of the
consolidated group.
b) Capital Structure:

Qualitative Disclosures
a) Summary information on As per Guidelines on Risk Based Capital Adequacy (Revised Regulatory Capital Framework for Banks in line with
the terms and conditions of Basel III) introduced by Bangladesh Bank, ‘Common Equity Tier-1 (CET 1)’ Capital of NRBBL consists of (i) Paid-up
the main features of all capital Capital, (ii) Statutory Reserve and (iii) Retained Earnings.
instruments, especially in the NRB Bank does not have ‘Additional Tier 1 (AT 1)’ Capital since it did not issue any instrument that meets the
case of capital instruments qualifying criteria for Additional Tier 1 Capital.
eligible for inclusion in CET 1,
Additional Tier 1 or Tier 2. Tier-2 Capital consists of (i) General Provision

Compliance with Regulatory Requirements by NRB Bank:

Conditions for maintaining regulatory capital: The Bank complied with all the required conditions for maintaining
regulatory capital as stipulated in the Basel III guidelines as per following details:
Particulars Status of compliance
The bank has to maintain at least 4.50% of total Risk Weighted Assets (RWA) as Complied
Common Equity Tier 1 capital.
Tier 1 capital will be at least 6.00% of the total RWA. Complied
Minimum capital to Risk Weighted Asset Ratio (CRAR) will be 12.50% of the total Complied
RWA.
Maximum limit of Tier-2 capital: Tier 2 capital can be maximum up to 4% of the total Complied
RWA or 88.89% of CET-1, whichever is higher.
Quantitative Disclosures
b) The amount of Regulatory capital of NRB Bank Limited under Basel-III for 31st December, 2020 is as follows:
1. Common Equity Tier-1 (Going Concern Capital) Solo
Amount in Million
Fully Paid-up Capital/Capital Deposited with BB 4,665.60
Statutory Reserve 660.51
Retained Earnings 470.95
Less: Regulatory Adjustment for Tier-1 Capital 328.22
Total Common Equity Tier-1 Capital 5,468.84
2. Tier-2 Capital (Gone-Concern Capital)
General Provision 544.33
Total Admissible Tier-2 Capital 544.33
Total Regulatory Capital 6013.17

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99
 c) Capital Adequacy:

Qualitative Disclosures
a) A summary discussion of the In terms of BB Guidelines, NRB Bank has been assessing Risk Based Capital Adequacy under Basel-III from 01
bank’s approach to assessing January 2015. Under Basel- III framework the capital requirement is determined for Credit Risk and Market Risk
the adequacy of its capital to under Standardized Approach and Operational Risk under Basic Indicator Approach and summed-up Weighted As-
support current and future sets and thereafter the Minimum Capital Requirement to determine total risk (MCR). The Bank assesses the capital
activities. requirement considering the existing size of portfolio, concentration of portfolio to different risk weight groups,
asset quality, profit trend etc. on quarterly basis. The Bank also forecasts the adequacy of capital in terms of its
capacity of internal capital generation, maintaining the size of the portfolio, asset quality, conducting credit rating
of the borrowers, segregation of portfolio to different risk weight groups etc.

The Bank has a Board approved policy on Internal Capital Adequacy Assessment Process (ICAAP) as stipulated by
Bangladesh Bank. The ICAAP also details the Risk Appetite of the Bank, assessment of material risks, the process
for capital adequacy assessment to support business projections, adequacy of risk control framework, capital
raising plans and Bank-wide stress testing.

The periodic assessment of bank’s performance against the Risk Appetite defined under ICAAP and results of
stress testing are reported to the Board of Directors for their review.

CRAR has been computed based on the Basel III guidelines and it is well above the regulatory minimum level of
12.50%.

Risk Management Division (RMD) under guidance of the SRP team/ERMC (Executive Risk Management Commit-
tee), is taking active measures to identify, quantify, manage and monitor all risks to which the Bank is exposed to.
Quantitative Disclosures
Capital requirement under following Risk: Amount in Million
b) Capital requirement for Credit Risk 3,181.76
c) Capital requirement for Market Risk 185.30
d) Capital requirement for Operational Risk 374.01
Total Capital Requirement (b+c+d) 3,741.08
Minimum Capital Requirement (MCR) Capital Adequacy Ratio (CRAR):
1. Common Equity Tier 1 (CET 1) Ratio 14.62%
2. Tier 1 Capital Adequacy Ratio 14.62%
3. Tier-2 Capital Adequacy Ratio 1.45%
Capital to Risk-weighted Asset Ratio (CRAR) 16.07%
Capital Conservation Buffer (2.50%) 6.07%
Minimum Capital Requirement (MCR) 4,000.00
a n n u a l r e p o r t 2020

100
SOLO SOLO SOLO

16.07% 6,013
14.62%
12.50%
4,000

6.00%

Required CRAR Maintained CRAR Required Minimum Maintained Minimum Minimum Capital Total Eligible
T-1 Capital Ratio T-1 Capital Ratio Requitrement Capital

Capital Adequacy to Risk Weighted Asset Ratio (CRAR):

d) Credit Risk:

Qualitative Disclosures a) The general qualitative disclosure requirement with respect to credit risk:
i) Definitions of past due and As per relevant Bangladesh Bank guidelines, the bank defines the past due and impaired loans and advances for
impaired strengthening the credit discipline and mitigating the credit risk of the Bank. The impaired loans and advances are
defined on the basis of (i) Objective/ Quantitative Criteria and (ii) Qualitative judgment.

For this purpose, all loans and advances are grouped into four (4) categories, namely-

(a) Continuous Loan (b) Demand Loan (c) Fixed Term Loan and (d) Short-term Agricultural & Micro Credit.
Definition of past due/overdue:

Categories Definition of past due When started

Continuous Loan If not repaid/renewed within the fixed expiry date for From the following day of
repayment or after the demand by the bank will be the expiry date.
treated as past due/overdue.
Demand Loan If not repaid within the fixed expiry date for repay- As above
ment or after the demand by the bank will be treated
as past due/overdue
Fixed Term Loan In case of any installment(s) or part of installment(s) As above
of a Fixed Term Loan is not repaid within the fixed
expiry date, the amount of unpaid installment(s) will
be treated as past due/overdue.
Short-term Agricultural If not repaid within the fixed expiry date for repay- After 6 months of the
and Micro-Credit ment will be considered past due/overdue. expiry date.

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101
 Definition of impaired / classified /non-performing loans and advances are as follows:

Loans Classification
Type of facility Substandard Doubtful Bad & Loss
Continuous Loan & Demand 3 months or more but 9 months or more but 12 months or more
Loan less than 9 months less than 12 months
Fixed Term Loan* 3 months or more but 9 months or more but 12 months or more
less than 9 months less than 12 months
Short Term Agricultural & Micro 12 months or more but 36 months or more 60 months or more
less than 36 months but less than 60
Credit months

Substandard Loan:

A Continuous Loan, Demand Loan, Fixed Term Loan or any installment(s)/part of installment(s) of a Fixed Term
Loan which will remain past due/overdue for a period of 03 (three) months or beyond but less than 09 (nine)
months, the entire loan will be put into the “Sub-standard (SS)”.

Doubtful Loan:

A Continuous Loan, Demand Loan, Fixed Term Loan or any installment(s)/part of installment(s) of a Fixed Term
Loan which will remain past due/overdue for a period of 09 (nine) months or beyond but less than 12 (twelve)
months, the entire loan will be put into the “Doubtful (DF)”.

Bad/Loss Loan:

A Continuous loan, Demand loan, Fixed Term Loan or any installment(s)/part of installment(s) of a Fixed Term Loan
which will remain past due/overdue for a period of 12 (twelve) months or beyond, the entire loan will be put into
the “Bad/Loss (B/L)”.

In case of any installment (s) or part of installment (s) of a Fixed Term Loan amounting up-to Taka 10 lacs is
not repaid within the due date, the classification is as under:

Substandard: If the amount of past due installment is equal to or more than the amount of installment (s) due
within 6 (six) months, the entire loan will be classified as ‘Sub- standard’;
Doubtful: If the amount of past due installment is equal to or more than the amount of installment (s) due within 9
(nine) months, the entire loan will be classified as ‘Doubtful’;

Bad/Loss: If the amount of past due installment is equal to or more than the amount of installment (s) due within
12 (twelve) months, the entire loan will be classified as ‘Bad/Loss’.
Short-term Agricultural and Micro-Credit is classified as follows:

The Short-term Agricultural and Micro-Credit will be considered irregular if not repaid within the due date as
stipulated in the loan agreement. If the said irregular status continues, the credit will be classified as ‘Substandard
‘ after a period of 12 months, as ‘Doubtful’ after a period of 36 months and as ‘Bad/Loss’ after a period of 60
months from the stipulated due date as per the loan agreement.
a n n u a l r e p o r t 2020

102
 ii) Description of approaches Rates of Provision
followed for specific and Un- Classified Classified
general allowances Loan Type
Standard SMA SS DF BL
and statistical
methods House Building and loans for Professionals 2% 2% 20% 50% 100%
Other than house building and professionals 2% 5% 20% 50% 100%
Loans to BHs/MBs against share 2% 2% 20% 50% 100%
Small & Medium Enterprise 0.25% 0.25% 20% 50% 100%
Short term Agri /Micro Credit 2.5% - 5% 5% 100%
All Others 1% 1% 20% 50% 100%
Off Balance Sheet 1% - - - -

iii) Discussion of the Bank’s The Bank has put in place a well-structured Credit Risk Management Policy duly approved by the Bank’s Board of
Credit risk management Directors. The Policy document defines organization structure, role & responsibilities and the processes whereby the
policy. Credit Risks carried out by the Bank can be identified, quantified & managed within the framework that the Bank
considers consistent with its mandate and risk tolerance.

Credit Risk is monitored on a bank-wide basis and compliance with the risk limits approved by Board/Risk Manage-
ment Committee of Board.

NRB Bank has taken earnest steps to put in place best credit risk management practices in the bank. Besides, the
bank has framed a policy on Valuation Methodology with the approval by the Board. According to the methodology,
eligible securities normally accepted by the Bank are taken to protect the interest. These securities act as mitigation
against the credit risk to which the bank is exposed.

Quantitative Disclosures:

b) Total gross credit risk exposures broken down by major types of credit exposure:
(Amount in Million)
Short Term Agri.
Continuous Fixed Term
Major Types Demand Loan Credit & Micro Staff Loan Total
Loan Loan
Credit
Small & Medium Enterprise Financing 2,466.41 5,840.79 5,130.07 - - 13,437.28
Consumer Financing 1,923.31 - 1,320.81 - - 3,244.12
Loans to BHs/MBs/Sds against Share - - - - - -
Housing Finance - - 623.62 - - 623.62
Loan for Professionals to setup
- - - - - -
business (LP)
Short Term Agri. Credit - - - 481.16 - 481.16
Others 4,470.15 9,617.71 6,700.52 - - 20,788.38
Staff Loan - - - - 274.01 274.01
Total exposure 8,859.87 15,458.51 13,775.02 481.16 274.01 38,848.57

NRB Bank Limited

103
 c) Geographical distribution of exposures, broken down in significant areas by major types of credit exposure of NRBBL:
(Amount in Million)
Geographical Distribution Amount Grand Exposure
Urban
Dhaka 25,846.43
Chittagong 6,212.75
Sylhet 1,109.21
Rajshahi 1,041.39 36,208.44
Barishal -
Khulna 1,459.36
Rangpur -
Mymensingh 539.31
Rural
Dhaka 2,245.88
Chittagong 279.94
Sylhet 114.31
Rajshahi 2,640.13
Barishal
Khulna
Rangpur
Mymensingh
Total 38,848.57

d) Industry or counterparty type distribution of exposures, broken down by major types of credit exposure of NRBBL:
(Amount in Million)
Industry Type Amount
Agriculture 481.16
Food & allied industries 1,338.99
Tobacco -
Readymade garments 2,006.10
Textiles 2,232.79
Ship breaking & ship building 813.63
Basic metal & steel engineering 858.08
Non-metallic mineral products 837.69
Pharmaceuticals industry 179.27
Chemical & chemical products 48.28
Rubber & plastic industries 720.66
Leather & leather products 645.08
Wood, furniture & fixtures 212.38
a n n u a l r e p o r t 2020

Paper & paper products 177.87

Electronic goods & machineries 1,965.91

104
 Power & gas 1,192.32
Other manufacturing industries 2,592.68
Construction & commercial real estate 6,238.52
Transport & communication 119.98
IT & telecommunication 948.11
Medical services 14.89
Hotel & restaurant services 0.41
Printing & publishing industries 44.26
Other service industries 1,128.13
NBFIs 567.54
Trade & commerce 6,137.53
Consumer credit 3,202.65
Credit card 1,923.31
Staff loan 274.01
Others 1,946.38
Total 38,848.57

e) Residual contractual maturity breakdown of the whole portfolio, broken down by major types of credit exposure of NRBBL

Time band Continuous Loan Demand Loan Term Loan Agricultural Credit Staff Loan Total
Up to 1 month 2,850.28 7,415.04 430.65 237.07 0.08 10,933.12
1 to 3 months 1,106.18 1,613.53 46.11 12.52 0.12 2,778.46
3 to 6 months 689.35 3,473.38 171.55 231.56 0.51 4,566.35
6 to 12 months 2,385.80 2,000.82 1,522.49 - 1.97 5,911.09
1 to 2 years 386.95 649.39 2,232.84 - 5.63 3,274.80
2 to 3 years 544.73 - 1,801.35 - 26.91 2,372.99
3 to 4 years 486.09 52.07 2,385.56 - 27.15 2,950.87
4 to 5 years 410.50 - 2,381.03 - 55.37 2,846.90
5 to 7 years - 254.28 1,930.72 - 30.09 2,215.08
7 to 10 years - - 545.53 - 52.40 597.93
Over 10 years - - 327.19 - 73.78 400.98
Total 8,859.87 15,458.51 13,775.02 481.16 274.01 38,848.57

f) By major industry or counterparty type of NRBBL:

• Amount of impaired loans and if available, past due loans, provided separately:
(Amount in Million)
Industry Impaired Past due
Small & Medium Enterprise Financing 874.63 867.83
Consumer Financing 148.10 93.47
Housing Finance 1.86 0.24

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105
 Loans for Professionals to setup business - -
Loans to BHs/MBs/SDs against Shares etc. - -
Other Corporate Credit 418.44 530.78
Short Term Agri Credit & Micro Credit - 0.32
Staff Loan - -
Total 1,443.02 1,492.64

‹ Specific and general provision (Required)

(Amount in Million)
 Sector General Provision Specific Provision
Small & Medium Enterprise Financing 82.89 542.23
Consumer Financing 69.68 85.51
Housing Finance 9.91 0.06
Loans for Professionals to setup business - -
Loans to BHs/MBs/SDs against Shares etc. - -
Other Corporate Credit 274.46 192.74
Short Term Agri Credit & Micro Credit 4.81 -
Against Off-Balance Sheet 102.57 -
Grand Total 544.33 820.54

‹ Charges For Specific Allowances And Charge-Offs During the Period.

Against Classified Loans & Advances Amount in Million
Provision held on 1 January , 2020 1,109.51
(-) Fully provided debts written off -
(-)Recoveries from previously written off debts -
(+)Provisions made during the year (288.97)
Provision held at end of year 820.54

Against Unclassified Loans & Advances Amount in Million

Provision held on 1 January, 2020 348.05
Add: Provisions made during the year:
On General Loans and Advances (32.71)
On Special Mention Account (SMA) (7.04)
Special general provision (COVID-19) 133.70
Less: Provision reversed due to loan settlement (0.24)
Provision held at end of year 441.76

General Provision for Off Balance Sheet Exposures Amount in Million

Provision held on 1 January , 2020 136.27
Provisions made during the year (33.70)
a n n u a l r e p o r t 2020

Provision held at end of year 102.57

106
g) Gross Non-Performing Assets (NPAs) of NRBBL:
(Amount in Million)
Gross Non-Performing Assets (NPAs)
Non-Performing Assets (NPAs) to outstanding loans & advances
Movement of Non-Performing Assets for NPAs
Opening balance 1,611.03
Additions 333.49
Reductions 501.49
Closing Balance 1,443.02
Movements of specific provisions for NPAs
Opening balance 1,109.51
Provision made during the period (288.97)
Write-off -
Write back of excess provisions -
Closing Balance 820.54

e) Equities: Disclosures for Banking Book Position

Qualitative Disclosures: The general qualitative disclosure requirement with respect to equity risk, including:
Differentiation between holdings Investment of NRB Bank in equities is divided into two categories: quoted equities (which are traded in the
on which capital gains are secondary market) and unquoted equities (which are not traded in the secondary market such as Subordinated
expected and those taken Bond, Commercial Paper etc). Since the intent of holding unquoted equities is not trading, the same are considered
under other objectives including as banking book equity exposure.
for relationship and strategic
reasons; and
Discussion of important policies Important policies covering equities valuation and accounting of equity holdings in the Banking Book are based on
covering the valuation and the use of the cost price method for valuation of equities. The primary aim is to invest in these equity securities for
accounting of equity holdings in the purpose of capital gain by selling them in the future or held for dividend income. Dividends received from these
the banking book, This includes equity securities are accounted for as and when received. Both Quoted and Un-Quoted equity securities are valued
the accounting techniques and at cost and necessary provisions are maintained if the prices fall below the cost price. As per to Bangladesh Bank
valuation methodologies used, guidelines, the HFT equity securities are revalued once in each week using marking to market concept and HTM
including key assumptions and equity securities are amortized once a year according to Bangladesh Bank guideline. The HTM equity securities
practices affecting valuation as are also revalued if any, are reclassified to HFT category with the approval of the Board of Directors. Preference is
well as significant changes in given to purchase of shares of strong companies at face value through placement/ IPO.
these practices
Quantitative Disclosure
Value disclosed in the balance Value of Investments in Balance Sheet Amount in Million
sheet of investments, as well
as the fair value of those Shares in Listed Companies (Valuation 738.36
investments; for quoted at average cost price)
securities, a comparison to Fair Market Value of shares in Listed Securities 655.05
publicly quoted share values
where the share price is
materially different from fair
value.

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107
 ‹ The cumulative realized 82.71
gains (losses) arising from
sales and liquidations in the
reporting period.
* Total unrealized gains (losses) (83.31)
* Total latent revaluation gains 0
(losses)
* Any amounts of the above 0
included in Tier – 2 capital.
‹ Capital requirements broken The capital requirements for equity investments as of 31st December 2020 was as under:
down by appropriate equity (Amount in Million)
groupings, consistent with
the bank’s methodology, Particulars Amount (MV) Weight Capital Charge
as well as the aggregate Specific Risk 654.98 10% 65.50
amounts and the type of
General Market Risk 654.98 10% 65.50
equity investments subject
to any supervisory provisions Total 1,309.96 131.00
regarding regulatory capital
requirements.
f) Interest rate risk in the banking book (IRRBB):

Qualitative Disclosures:
(a) The general qualitative Asset Liability Management Committee (ALCO) has the overall responsibility of managing the interest rate risk in
disclosure requirement the banking book of the Bank. ALCO fixes the deposit and lending rates of the Bank and directs the investment
including the nature of activities of the Bank in line with its interest rate view. Limits are fixed from both Earnings and Economic Value
IRRBB and key assumptions, Perspective and adherence monitored on a monthly basis.
including assumptions
regarding loan prepayments The Bank follows following viewpoints to manage the IRR:
and behavior of non-maturity
deposits, and frequency of a) Earnings perspective: Indicates the impact on Bank’s Net Interest Income (NII) in the short term.
IRRBB measurement.
b) Economic perspective: Indicates the impact on the net- worth of bank due to re-pricing of assets, liabilities
and off-balance sheet items.

Risk measurement and reporting framework:

I. Interest Rate Sensitivity Report: Measures mismatches between rate sensitive assets and rate sensitive
liabilities in various tenor buckets based on re-pricing or maturity, as applicable.
II. Duration Gap Analysis: A weighted maturity/reprising schedule is used to evaluate the effects of changing
interest rates on bank’s economic value by applying sensitivity weights to each time band. Such weights are
based on estimates of the duration of the assets and liabilities that fall into each time band.
III. Stress Testing: This analysis is used for measuring the Interest rate risk on its Balance Sheet exposure for
estimating the impact on the Capital to Risk Weighted Assets Ratio (CRAR).
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Quantitative Disclosures:
(b) The increase (decline) in earnings or economic value (or relevant measure used by management) for upward and downward rate shocks according to
management’s method of measuring IRRBB, broken down by currency.
(Amount in Million)
Interest Rate Risk in the banking book Residual maturity bucket
3 months 6 months 1 year Above 1 year
Interest Sensitive Assets (A) 15,687.02 4,550.14 5,894.46 14,496.61
Interest Sensitive Liabilities (B) 13,659.68 7,349.20 10,700.92 10,700.31
GAP (A-B) 2,027.34 (27,99.06) (4,806.46) 3,796.30
Cumulative GAP 2,027.34 (771.72) (5,578.18) (1,781.88)

CRAR after Shock:

(Amount in Million)
Magnitude of Shock Minor Moderate Major
1% 2% 3%
Regulatory Capital (After shock) 6,050.40 5,802.80 5,555.20
RWA (After shock) 36,878.90 36,878.90 36,878.90
CRAR (After shock) 16.41% 15.73% 15.06%
Total Assets 55,088.40 55,088.40 55,088.40
Duration Gap in years 0.48 0.48 0.48
Changes in Market value of Equity due to an increase in interest Rate, ∆ 247.60 495.20 742.81
MVE

g) Market Risk:

Qualitative Disclosures:
Views of BOD on trading/ The Board approves all policies related to market risk, set limits and reviews compliance on a regular basis. The objective
investment activities is to provide cost effective funding to finance assets growth and trade related transactions.

The market risk covers the followings risks of the Bank’s balance sheet:

i) Interest rate risk;

ii) Equity price risk;
iii) Foreign exchange risk; and
iv) Commodity price risk.
Methods used to measure Standardized approach has been used to quantify the market risk. The total capital requirement in respect of market risk
Market risk is the aggregate capital requirement calculated for each of the risk sub-categories. The methodology to calculate capital
requirement under Standardized Approach for each of these market risk categories is as follows:

a) Capital charges for interest rate risk=

Capital Charge for General Market Risk
b) Capital charges for Equity Position Risk=
Capital Charge for Specific Risk + Capital Charge for General Market Risk
c) Capital charges for Foreign Exchange Risk=
Capital Charge for General Market Risk
d) Capital charges for Commodity Position Risk=
Capital Charge for General Market Risk

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 Qualitative Disclosures:
Market Risk Management To manage the interest rate risk, ALCO regularly monitors various ratios and parameters. Of the ratios, the key ratios that
System ALCO regularly monitors are Liquidity Coverage Ratio (LCR), Net Stable Funding Ratio (NSFR), and Maximum Cumulative
Outflow (MCO), Liquid asset to total assets, Volatile liability dependency ratio and Short term borrowing to Liquid assets
ratio. ALCO also regularly monitors the interest rate sensitive gap and duration gap of total portfolio.

To manage foreign exchange risk of the bank, the bank has adopted the limit set by Bangladesh Bank to monitor foreign
exchange open positions. Foreign exchange risk is computed on the sum of net short positions or net long positions,
whichever is higher.

The Risk Management Division also reviews the market risk parameters on monthly basis and recommends on portfolio
ratios for containing the RWA.
Policies and processes for There are approved limits for Market risk related instruments both on-balance sheet and off-balance sheet items. The
mitigating market risk: limits are monitored and enforced on a regular basis to protect against market risks. The ALCO of the Bank meets on
regular basis to review the prevailing market condition, exchange rate, foreign exchange position and transactions to
mitigate foreign exchange risks.
Quantitative Disclosures:
The Capital requirements for (Amount in Million)
specified risk are as follows:
SL Market Risk Capital Requirement
A Interest Rate Related instruments 37.36
B Equities 131.00
C Foreign Exchange Position 16.95
D Commodities 0
Total 185.30

h) Operational Risk:

Qualitative Disclosures:
i. Views of BoD on system to Operational Risk is the risk of loss resulting from inadequate or failed internal processes, people or systems or from
reduce Operational Risk external events. It includes legal risk but excludes strategic and reputation risk. Operational risk is inherent in the Bank’s
business activities in day to day operations.

As a part of continuous surveillance, the Senior Management Team (SMT) and Internal Control and Compliance
Division, regularly reviews different aspects of operational risk. The analytical assessment was reported to the Board/
Risk Management Committee/Audit Committee of the Bank for review and formulating appropriate policies, tools &
techniques for mitigating operational risk.
ii. Performance gap of The bank believes that training and knowledge sharing is the best way to reduce knowledge gap. Therefore, it
executives and staffs arranges trainings on a regular basis for its employees to develop their expertise. The bank offers competitive
pay package to its employees based on performance and merit. It always tries to develop a culture where all
employees can apply his/her talent and knowledge to work for the organization with high ethical standards in order
to add more value to the company and for the economy.
iii. Potential external events No potential external event is expected to expose the Bank to significant operational risk. The Bank has a separate
Operational Risk Policies at different operational units addressing specific issues involving Operational Risk.
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 Qualitative Disclosures:
iv. Policies and Processes for Internal control mechanism is in place to control and minimize the operational risks. If any controls are found to be
mitigating operational risk: ineffective during the course of Risk & Control Self-Assessment, corrective measures are adopted in due course. A
monitoring system is also in place for tracking the corrective actions plan periodically. The various Board approved
policies viz., Risk Management Policy, CRM Policy, Internal Control & Compliance Policy, Policy on ML & FT, ICT
Security Policy addresses issues pertaining to Operational Risk Management.
In 2020, Audit Department conducted following No. of audit:
Risk Based  Audit on branches 38
Comprehensive Audit at Head Office 17
Surprise cash audit 08
IT Audit - Department 04
IT Audit -  Branch 19
Spot Inspection on Money Laundering 08
Inspection on Agent Outlet 03
v. Approach for calculating The Bank follows the Basic Indicator Approach (BIA) in terms of BRPD Circular No. 18 dated 21 December 2014
capital charge for under Guidelines on Risk Based Capital Adequacy (Revised Regulatory Capital Framework for banks in line with
operational risk Basel III). The BIA stipulates the capital charge for operational risk is a fixed percentage, denoted by (alpha)
of average positive annual gross income of the Bank over the past three years. It also states that if the annual
gross income for any year is negative or zero, that should be excluded from both the numerator and denominator
when calculating the average gross income. The capital charge for operational risk is enumerated by applying the
following formula:

K = [(GI 1 + GI 2 + GI 3) ]/n
Quantitative Disclosures:
b) The capital requirements for operational risk
(Amount in Million)
Particulars RWA Capital Requirement
Minimum Capital Requirement: 3740.14 374.01
Operation Risk

i) Liquidity Ratio:

Qualitative Disclosures:
i) Views of BoD on system to NRB Bank has proficient Board of Directors that has always been giving utmost importance to minimizing the liquid-
ity risk of the bank. In order to reduce liquidity risk strict maintenance of Cash Reserve Ratio (CRR) and Statutory
reduce liquidity Risk
Liquidity Reserve (SLR) is also being emphasized on a regular basis. As per Basel-III requirement, Liquidity Coverage
Ratio (LCR) and Net Stable Funding Ratio (NSFR) are also maintained under the guidance of our honorable Board of
Directors.

The Board of Directors of the Bank sets policy, different liquidity ratio limits, and risk appetite for liquidity risk man-
agement as per regulatory guidelines. The Asset Liability Management (ALM) Policy, the most important policy for
Liquidity Risk Management is reviewed periodically to incorporate changes as required by regulatory stipulation or
to realign with changes in the economic landscape. The ALCO of the Bank formulates and reviews strategies and
provides guidance for management of liquidity risk within the framework laid out in the ALM Policy.

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 Qualitative Disclosures:
ii) Methods used to measure Liquidity measurement involves assessing all of a bank’s cash inflows against its outflows to identify the potential for
Liquidity risk any net shortfalls including funding requirements for off balance sheet commitments.

An important aspect of measuring liquidity is making assumptions about future funding needs, both in the very short-
term and for longer time periods. Another important factor is the critical role a bank’s reputation plays in its ability to
access funds readily and at reasonable terms. Several key liquidity risk indicators monitored on a regular basis to
ensure healthy liquidity position are as follows:

Regulatory Liquidity Indicators (RLIs):

Cash Reserve Requirement (CRR)
Statutory Liquidity Ratio (SLR)
Medium Term Funding Ratio (MTFR)
Maximum Cumulative Outflow (MCO)
Advance Deposit Ratio (AD Ratio)
Liquidity Coverage Ratio (LCR)
Net Stable Funding Raito (NSFR)

Bank’s own liquidity monitoring tools:

Wholesale Borrowing and Funding Guidelines
Liquidity Contingency Plan
Management Action Triggers (MAT)
Liquid Asset to Total Deposit Ratio
Liquid Asset to Short Term Liabilities, etc.

Computation of Capital Charge against Liquidity Risk: If annual average of any RLIs of any bank falls below Bangla-
desh Bank’s requirement the bank will be required to maintain additional capital for that RLI (or those RLIs) in SRP.
iii) Liquidity Risk Management The Asset Liability Management Committee (ALCO) of the Bank monitors & manages liquidity and interest rate risk
System in line with the business strategy. ALM activity including liquidity analysis & management is conducted through
coordination between various ALCO support groups residing in the functional areas of balance sheet management,
Treasury Front Office, Treasury Mid-Office, Finance & Accounts etc.
iv) Policies and Processes for An effective liquidity risk management process include systems to identify measure, monitor and control its liquidity
mitigating Liquidity risk exposures.

Bank’s Asset Liability Management Committee (ALCO) monitors the liquidity risk on a regular basis. Based on the de-
tail recommendation from ALM desk, ALCO take appropriate action to manage the liquidity risk. Also Bank has inter-
nal risk control framework which outlines clear and consistent policies and principles for liquidity risk management.
Quantitative Disclosures: Amount in Million
Liquidity Coverage Ratio 120.57%
Net Stable Funding Ratio (NSFR) 109.08%
Stock of High quality liquid assets 9186.78
Total net cash outflows over the next 30 calendar days 7,619.17

Available amount of stable funding 42,722.26

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j) Leverage Ratio:

Qualitative Disclosures:
i) Views of BoD on system to Banks are highly leveraged organizations which facilitate leverage for others. Leverage, in simple terms, it is the
reduce excessive leverage extent to which a bank funds its assets with borrowings rather than capital. More debt relative to capital means a
higher level of leverage.

Banks have a range of financial incentives to operate with high leverage. But it creates risk when it crosses a certain
point. Therefore, the Board views that sound prudential controls are needed to ensure that the organization maintains
a balance between its debt and equity. The Board also believes that the bank should maintain its leverage ratio on
and above the regulatory requirements which will eventually increase the public confidence on the organization.
ii) Policies and processes for The Leverage Ratio is intended to achieve the following objectives: a) Constrain the build-up of leverage in the
managing excessive on and banking sector which could damage the broader financial system and the economy b) Reinforce the risk based
off-balance sheet leverage requirements with any easy-to-understand and non-risk based measure.

At the end December 2018, the minimum requirement for leverage ratio was 3% on both solo and consolidated
bases. But a larger leverage ratio can decrease the profitability of banks because it means banks can do less prof-
itable lending. However, increasing the leverage ratio means that banks have more capital reserves and can more
easily survive a financial crisis.

In view of the impact of leverage into the business, our Bank Management takes decision about future investment.
Considering the financial strength, the bank also prepares capital planning and business budget to go on a right way.
iii) Approach for calculating The leverage ratio is a volume-based measure and is calculated as Basel III Tier I capital divided by total on and
exposure off-balance sheet exposures.

A minimum Tier 1 leverage ratio of 3% is being prescribed both at solo and consolidated level.

Tier 1 Capital (after related deductions)

Leverage Ratio =
Total Exposure (after related deductions)
Quantitative Disclosures: Amount in Million
Leverage Ratio 9.23%
On balance sheet exposure 5,4542.95
Off balance sheet exposure 5062.68
Regulatory Adjustments (328.22)
Total exposure 59277.40

k) Remuneration:

NRB Bank is committed to ensure that its remuneration practices enable the Bank to attract, develop and retain high caliber individuals to deliver the Bank’s
objectives and drive business growth in a competitive environment. The performance based components of remuneration are designed to encourage be-
havior that supports the Bank’s long-term financial soundness and the risk management frameworks of the Bank.

The qualitative remuneration disclosures are broader in scope and cover all the individuals included whereas the quantitative information relates to senior
management and material risk takers of the NRB Bank Limited, for the financial year ended December 31, 2020.

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 Qualitative Disclosures
(a) Information relating to the bodies that oversee remuneration:
At the management level, primarily the Human Resources Management Division oversees the ‘remuneration’
in line with its Human Resources Management strategy/policy under direct supervision and guidance of the
Top Management of the Bank.
The primary functions of the Remuneration Committee are to determine, review and propose principles and
governance framework for all decisions relating to remunerations of the employees of NRB Bank. While the
Human Resources Division is responsible for preparing and recommending reward plans and compensation,
the committee’s duties are to assess and review these recommendations and submit them to the Board of
Directors for approval.
They also oversee performance oriented incentives, perquisites, other financial options etc. to attract, motivate
and retain employees and review compensation packages/pay structure in comparison to that of other Banks
to enjoy competitive advantages in this industry.
(b) Information relating to the design and structure of remuneration process:
The key features and objectives of remuneration policy:
Appropriately compensate Employees for the services they provide to the Bank;
Attract and retain Employees with skills required to effectively manage the operations and growth of the
business;
Be consistent and appropriate having regard to the performance of the Bank and the relevant Employ-
ees;
Motivate Employees to perform in the best interests of the Bank and its shareholders;
Motivate Employees to pursue long term growth and success of the Bank within the Board approved
control framework;
Manage the risks associated with remuneration in a manner that supports the Bank’s risk management
frameworks by applying an appropriate balance between fixed and variable remuneration, reflecting
short and long term performance objectives to the Bank’s circumstances and goals;
Apply key short term and long term key performance indicators, including financial and nonfinancial
measures of performance, to eligible employees;
Demonstrate a clear relationship between individual performance and rewards;
Comply with all regulatory and legal requirements; and
Provide an appropriate level of transparency.
The structure of remuneration arrangements for all employees consists of following components:
Fixed Remuneration; and
Performance-based remuneration
Fixed remuneration: This includes base salary and fixed benefits. Base salaries are determined to attract
and retain employees with skills required to effectively manage the operations and growth of the business to
reflect best market practice for the specific circumstances of the Bank. Fixed remuneration is benchmarked
against the financial services industry through the use of external remuneration market surveys, conducted by
professional, independent benchmarking organizations.
Performance-based remuneration: Employee remuneration packages may include a ‘variable’ component with
short term and long term incentive plans like increment and performance
In addition, employees with compliance and supervisory responsibilities are also provided additional benefits
besides their regular pay.
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Qualitative Disclosures
(c) Description of the ways in which current and future risks are taken into account in the remuneration process-
es.
The Bank’s remuneration practices are carefully managed taking into account the following key risks when
implementing remuneration measures:
Financial Risks
Compliance Risks
Risk and compliance requirements represent a gateway to whether an incentive bonus payment is made
and the size of the payment. Despite, if the individual does not meet or only partially meets requirements, no
award or a reduced award may be made.
(d) Description of the ways in which the bank seeks to link performance :
Overview of main performance metrics for the Bank, top level business lines and individuals-
The main performance metrics include profits, loan growth, deposit growth, risk metrics (such as quality of
assets), compliance with regulatory norms, refinement of risk management processes and customer service.
The specific metrics and weightages for various metrics vary with the role and level of the individual.
Discussion of how amounts of individual remuneration are linked to the Bank-wide and individual perfor-
mance-
The Annual Performance Appraisal (APA) takes into consideration all the above aspects while assessing
individual performance and making compensation-related recommendations to the Remuneration Committee
regarding the level of increment and performance bonus for employees. The performance assessment of
individual employees is undertaken based on achievements vis-à-vis their Key Performance Indicators (KPIs)
set beforehand, which incorporate the various aspects/metrics.
(e) Description of the ways in which the bank seeks to adjust remuneration to take account of longer-term
erformance.
The Bank’s remuneration system is designed to reward long-term as well as short-term performance, encour-
age retention and recognize special performance in the organization. The Bank provides reasonable remuner-
ation for short-term performance besides for long-term performance the bank has some deferred payment
options (i.e. performance bonus, provident fund, gratuity etc.)
In case of following situation remuneration can be adjusted before vesting:
Disciplinary Action (at the discretion of Enquiry committee)
Resignation of the employee prior to the payment date.
At the same time previously paid or already vested variable pay can also be recovered under the case of
disciplinary action (at the discretion of the Disciplinary Committee and approval of Management)
(f) Description of the different forms of variable remuneration that the bank utilities and the rationale for using
these different forms.
The main forms of such variable remuneration include:
Monthly Cash benefits
Incentive plan for the employees to be paid annually
The form of variable remuneration depends on the job level of individual, risk involved, the time horizon for
review of quality of the assignments performed.
(g) Number of Meeting held by the Remuneration Committee during the financial year and remuneration paid to
its member.
Meeting regarding overseeing remuneration was held on need basis. No fees paid to the Committee Members
as remuneration for attending such meetings.

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 Qualitative Disclosures
(h) Number of employees having received a variable remuneration award during the financial year. Nil
Number and total amount of guaranteed bonuses awarded during the financial year :
2 numbers of guaranteed festival bonuses amounted BDT 7.77 Million for Senior Management.
Number and total amount of sign-on award made during the financial year. Nil
Number and total amount of severance payments made during the financial year. Nil
(i) Total amount of outstanding deferred remuneration, split into cash, shares and share-lined instruments and
other forms. Nil
Total amount of deferred remuneration paid out in the financial year: Nil
(j) Breakdown of amount of remuneration awards for the financial year to show.
Fixed and Variable:
Breakdown of Remuneration (Fixed and Variable) is as follows :
Details SVP & Above Other
No of Employees 19 604
(Amount in Million)
Basic Salary 332.81
Allowances 302.28
Festival Bonus 48.41
Gratuity 12.69
Provident Fund Contribution 28.11
(k) Quantitative Information about employees’ exposure to implicit (e.g. fluctuations in the value of shares or
performance units) and explicit adjustments (e.g. claw backs or similar reversals or downward revaluation of
awards) of deferred remuneration and retained remuneration:

Total amount of outstanding deferred remuneration and retained remuneration exposed to ex post explicit
and/or implicit adjustments. Nil
Total amount of reductions during the financial year due to ex post explicit adjustments. Nil
Total amount of reduction during the financial year due to ex post implicit adjustments. Nil
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Credit Rating
Report
NRB Bank Limited was rated by EMERGING Credit Rating Ltd. (ECRL) on the basis of Audited Financial Statements as on
31 December 2020. The summary of Rating is presented below:

2021 2020
A A-

A ST-2
Rated by EMERGING Credit Rating Ltd.
Date of Rating June 30, 2021
Validity Up to June 30, 2022

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a n n u a l r e p o r t 2020
STAKEHOLDERS’
INFORMATION

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 Financial
Highlights
BDT Million
Particulars 2020 2019 Change (%)
Performance During the Year
Net Interest Income 995 1,514 -34.3%
Non Interest Income 1,445 914 58.0%
Operating Income 2,439 2,428 0.5%
Operating Profit/(Loss) 950 925 2.7%
Profit/(Loss) After Tax 671 (125 )

Year End Financial Position

Loans and Advances 38,849 38,932 -0.2%
Investment 7,665 8,257 -7.2%
Deposits 41,831 41,810 0.1%
Eligible Capital (Tier-I & Tier-II) 6,013 5,197 15.7%
Total Asset 55,363 54,723 1.2%

Ratios (%)
Capital adequacy ratio (as per Basel II) 16.07% 13.32% 20.7%
Non performing loans 3.71% 4.14% -10.3%
Cost to income ratio 61.1% 61.9% -1.4%

Channel
Branch 46 46 0.0%
ATM (Own) 46 47 -2.1%
ATM (Shared) NPSB NPSB

Other Channel Standing in 2020

Call Center (24X7 Contact Center) : Just a call away to 16568
Internet Banking : log in from PC or mobile from anywhere in the world
Apps : NRB Click
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Five-Year
Progression Of NRB Bank
BDT Million
Particulars 2020 2019 2018 2017 2016
Balance Sheet Metric

Authorised capital 10,000 10,000 10,000 10,000 10,000

Paid up capital 4666 4,666 4,320 4,000 4,000

Deposit Growth Eligible Capital (Tier-I & Tier-II) 6013 5,197 5,524 4,942 4,834
0.1%
from 41,810 M of 2019 Deposits 41,831 41,810 33,519 23,933 17,466
Borrowing 3,643 3,734 3,003 4,614 820
Loan Growth
-0.2% Loans and Advances 38,849 38,932 32,473 22,921 12,589
from 38,932 M of 2019 Credit to deposit ratio 85.52% 87.8% 87.6% 81.2% 72.1%
Investment 7,665 8,257 5,644 4,953 6,944
Fixed assets 385 449 441 439 392
Total assets 55,363 54,723 44,148 34,940 24,730
Income Statement Metric
Net interest income 995 1,514 1,253 751 503
Non-interest income 1,445 914 1,036 1,274 1,177
Investment income 995 447 707 1,046 1,081
Operating income 2,439 2,428 2,289 2,025 1,680
Operating expense 1,489 1,503 1,380 1,172 870

“Credit Rating” Operating profit/(loss) -before provision and tax 950 925 909 854 810
Long Term A Provision for loans, investment and other assets 0.66 1,019 253 247 91
Short Term ST-2 Profit/(loss) before tax 949 (94 ) 657 606 719
Profit/(loss) after tax 671 (125 ) 582 443 525
Credit Quality
Non performing / classified loans (NPLs) 1,443 1,611 1,206 563 245
Specific provision (130 ) 1,110 295 184 85
General provision 94 348 273 182 102
NPL to total loans and advance 3.71% 4.14% 3.71% 2.46% 1.9%

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 Asset Funding Mix 2020

Deposits 80.6%
Shareholders' Equity 11.6%
Other Liabilities 7.9%

Asset Funding Mix

2019
82.0% Deposits
10.1% Shareholders' Equity
7.9% Other Liabilities

Asset Mix 2020

Loans and Advances 80%

Investments 16%
Fixed Assets 1%
Other Assets 3%

Asset Mix
2019
79% Loans and Advances
17% Investments
1% Fixed Assets
3% Other Assets

Deposit Mix 2020

Current Deposit 23.8%

Savings Deposit 9.2%
Fixed Deposit 67.0%

Deposit Mix
2019
21.2% Current Deposit
8.0% Savings Deposit
70.8% Fixed Deposit
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Statement Of Value Added
and its Distribution
Value added statement shows how much value (wealth) has been created by the
bank through utilization of its capacity, capital, manpower and other resources
and how it is allocated among different stakeholders i.e. employees, shareholders,
government etc.
Amount in Taka
Particulars
2020
Wealth creation:
Income from banking services 5,509,544,854
Less: Cost of services & supplies 3,697,558,523
Value added by banking services 1,811,986,332
Non-banking income -
Provision for loans, investments & off balance sheet items (655,769)
Total wealth creation 1,811,330,562

Wealth distribution
To employees as salary expenses 753,415,945
To government exchequer as income tax 195,195,492
To expansion & growth
Retained profit/(loss) 671,068,441
Depreciation 108,843,358
Deferred taxation 82,807,326
862,719,126
Total Value Addition 1,811,330,562

To employee as salaries expenses 41.59%

To government exchequer as income tax 10.78%
Retained profit/(loss) 37.05%
Depreciation 6.01%
Deferred taxation 4.57%

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 Economic
Impact Report
The bank’s overall mission is to deliver optimum value to its customers, employees,
shareholders and the nation and the business strategy is geared towards achieving
this. This section covers the value the bank delivers to its shareholders and the
nation at large.

The bank’s policy has been to deliver optimum value in a manner that is consistent with the highest
levels of fairness and transparency. For the bank, it has not been a case of building financial value
and enhancing the bottom line at any cost, but rather participating in a process of creating value
through fair and ethical means. Building sustainable value of all stakeholders is an important
corporate goal.
Some of the measures taken to create, sustain and deliver optimum value are as follows:

Maintaining capital adequacy

Capital adequacy symbolizes the financial strength and stability of a bank. It limits the extent up
to which banks can expand their business in terms of risk weighted assets. Like all commercial
institutions, banks too constantly look at ways of expanding their operations by acquiring property,
plant and equipment, opening branches, in addition to mobilizing deposits, providing loans and
investing in other assets.
Regulatory capital requirements are therefore necessary to prevent banks from expanding beyond
their ability to manage, to improve the quality of bank’s assets, to control the ability of the banks to
leverage their growth and to lead to higher earnings on assets, leading to peace of mind of all the
stakeholders. The bank keeps a careful check on its capital adequacy ratios.

Maintaining liquidity
The liquidity policy of the bank has always been to carry a positive mismatch in the interest earning
assets and interest bearing liabilities in the 1 to 30 days category. Our liquidity remained at optimum
levels during the year. The assets and liabilities committee (ALCO) of the bank monitors the situation
and maintains a satisfactory trade-off between liquidity and profitability.
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The capital adequacy computation as at 31 December 2020 is given below:

Tier-1 Capital: 2020 (Taka) 2019 (Taka)

A) Total Common Equity Tier 1 Capital
Paid up capital 4,665,600,000 4,665,600,000
Share premium - -
Statutory reserve 660,507,569 470,693,317
General reserve - -
Retained earnings 470,952,006 (10,302,183)
5,797,059,575 5,125,991,134
Less: Regulatory adjustments 328,215,994 413,672,651
A) Total Common Equity Tier 1 Capital 5,468,843,581 4,712,318,483

B) Additional Tier 1 Capital:

Add: Additional Tier 1 Capital - -
Less: Regulatory adjustments - -
C) Total Tier-1 Capital 5,468,843,581 4,712,318,483
Tier 2 Capital (Gone -Concern Capital)
Subordinated Bond
General provision maintained against unclassified loan/investments - -
General provision on off-balance sheet items 441,755,014 348,050,818
Asset revaluation reserve 102,571,227 136,274,389
Revaluation reserve of Government securities - -
- 12,331,383
Less: Regulatory adjustments 544,326,241 496,656,590
D) Total Tier 2 Capital - 12,331,383
544,326,241 484,325,207
E) Total capital(C+D)
6,013,169,821 5,196,643,690
F) Total Risk weighted assets (RWA)
37,410,765,042 39,012,816,641
Required total capital
G) 4,000,000,000 4,000,000,000
(12.50% of RWA) or Minimum 4,000,000,000 whichever is higher

H) Surplus Common Equity Tier 1 Capital(A-G) 2,013,169,821 1,196,643,690

Capital to Risk-Weighted Assets Ratio:

Common Equity Tier- 1 / core capital to RWA against minimum requirement 4.5% 14.62% 12.08%
Tier- 1 / core capital to RWA minimum requirement 6% 14.62% 12.08%
Capital to Risk Weighted Assets against minimum requirement 10% 16.07% 13.32%

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a n n u a l r e p o r t 2020
FINANCIAL
STATEMENTS

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127
 Independent auditors’ Report
To the Shareholders of NRB Bank Limited
Report on the Audit of the Financial Statements

Opinion information. The other information comprises all of the information in the Annual Report
We have audited the financial statements other than the financial statements and our auditor’s report thereon. The Annual Report is
of NRB Bank Limited (the “Bank”), which expected to be made available to us after the date of this auditor’s report.
comprise the balance sheet as at 31 Our opinion on the financial statements does not cover other information and we do not
December 2020, and the profit and loss express any form of assurance conclusion thereon.
account, statement of changes in equity In connection with our audit of the financial statements, our responsibility is to read the
and cash flow statement for the year other information identified above when it becomes available and, in doing so, consider
then ended, and notes to the financial whether the other information is materially inconsistent with the financial statements or our
statements, including a summary of knowledge obtained in the audit or otherwise appears to be materially misstated.
significant accounting policies.
If, based on the work we have performed on the other information that we obtained prior
In our opinion, the accompanying financial
to the date of this auditor’s report, we conclude that there is a material misstatement of
statements of the Bank give a true and
fair view of the balance sheet as at 31 this other information, we are required to report that fact. We have nothing to report in this
December 2020, and of its profit and loss regard.
accounts and its cash flows for the year Responsibilities of management and those charged with governance for
then ended in accordance with International the financial statements and internal controls
Financial Reporting Standards (IFRSs) as Management is responsible for the preparation and fair presentation of the financial
explained in note 2 and 3. statements of the Bank in accordance with IFRSs as explained in note 2 and 3 and comply
Basis for opinion with the Banking Company Act, 1991 (as amended up to date), the Companies Act, 1994
We conducted our audit in accordance with and other applicable Laws and Regulations and for such internal control as management
International Standards on Auditing (ISAs). determines is necessary to enable the preparation of financial statements that are free
Our responsibilities under those standards from material misstatement, whether due to fraud or error. The Bangladesh Bank guidelines
are further described in the auditor’s require the management to ensure effective internal audit, internal control and risk
responsibilities for the audit of the financial management functions of the Bank. The management is also required to make a self-
statements section of our report. We are assessment on the effectiveness of anti-fraud internal controls and report to Bangladesh
independent of the Bank in accordance with Bank on instances of fraud and forgeries.
the International Ethics Standards Board for In preparing the financial statements, management is responsible for assessing the Bank’s
Accountants’ Code of Ethics for Professional ability to continue as a going concern, disclosing, as applicable, matters related to going
Accountants (IESBA Code), requirements concern and using the going concern basis of accounting unless management either
of Bangladesh Securities and Exchange intends to liquidate the Bank or to cease operations, or has no realistic alternative but to
Commission (BSEC) and Bangladesh Bank, do so. Those charged with governance are responsible for overseeing the Bank’s financial
and we have fulfilled our other ethical reporting process.
responsibilities in accordance with the Auditor’s responsibilities for the audit of the financial statements
IESBA Code and the Institute of Chartered
Accountants of Bangladesh (ICAB) Bye Our objectives are to obtain reasonable assurance about whether the financial statements
Laws. We believe that the audit evidence we as a whole are free from material misstatement, whether due to fraud or error, and to
have obtained is sufficient and appropriate issue an auditor’s report that includes our opinion. Reasonable assurance is a high level
to provide a basis for our opinion. of assurance, but is not a guarantee that an audit conducted in accordance with ISAs
will always detect a material misstatement when it exists. Misstatements can arise from
Emphasis of matter fraud or error and are considered material if, individually or in the aggregate, they could
We draw attention to note 3.16 of the reasonably be expected to influence the economic decisions of users taken on the basis of
financial statements, which describes these financial statements.
matters related to implementation of As part of an audit in accordance with ISAs, we exercise professional judgement and
‘IFRS 16 Leases’ including preliminary maintain professional skepticism throughout the audit. We also:
assessment of its impact as assessed by
management. Our opinion is not modified in ‹ Identify and assess the risks of material misstatement of the financial statements, whether due
respect of this matter. to fraud or error, design and perform audit procedures responsive to those risks, and obtain
a n n u a l r e p o r t 2020

audit evidence that is sufficient and appropriate to provide a basis for our opinion. The
Other information risk of not detecting a material misstatement resulting from fraud is higher than for
Management is responsible for the other

128
 one resulting from error, as fraud may complied with relevant ethical requirements regarding independence, and to communicate
involve collusion, forgery, intentional with them all relationships and other matters that may reasonably be thought to bear on our
omissions, misrepresentations, or the independence, and where applicable, related safeguards.
override of internal control. From the matters communicated with those charged with governance, we determine those
‹ Obtain an understanding of internal matters that were of most significance in the audit of the financial statements of the current
control relevant to the audit in order period and are therefore the key audit matters. We describe these matters in our auditor’s
to design audit procedures that are report unless law or regulation precludes public disclosure about the matter or when, in
appropriate in the circumstances. extremely rare circumstances, we determine that a matter should not be communicated in
‹ Evaluate the appropriateness of our report because the adverse consequences of doing so would reasonably be expected to
accounting policies used and the outweigh the public interest benefits of such communication.
reasonableness of accounting Report on other legal and regulatory requirements
estimates and related disclosures made
In accordance with the Companies Act, 1994, the Banking Companies Act, 1991, and the
by management.
rules and regulations issued by Bangladesh Bank we also report that:
‹ Conclude on the appropriateness
of management’s use of the going i. We have obtained all the information and explanations which to the best of our
concern basis of accounting and, knowledge and belief were necessary for the purposes of our audit and made due
based on the audit evidence obtained, verification thereof;
whether a material uncertainty exists ii. to the extent noted during the course of our audit work performed on the basis stated
related to events or conditions that under the Auditor’s Responsibility section in forming the above opinion on the financial
may cast significant doubt on the statements and considering the reports of the Management to Bangladesh Bank on
Bank’s ability to continue as a going anti-fraud internal controls and instances of fraud and forgeries as stated under the
concern. If we conclude that a material Management’s Responsibility for the financial statements and internal control:
uncertainty exists, we are required to a) internal audit, internal control and risk management arrangements of the Bank as
draw attention in our auditor’s report to
the related disclosures in the financial b) disclosed in the financial statements appeared to be materially adequate;
statements or, if such disclosures are nothing has come to our attention regarding material instances of forgery or irregularity or
inadequate, to modify our opinion. Our administrative error and exception or anything detrimental committed by employees of the
conclusions are based on the audit Bank;
evidence obtained up to the date of our iii. in our opinion, proper books of account as required by law have been kept by the Bank
auditor’s report. However, future events so far as it appeared from our examination of those books;
or conditions may cause the Bank to
cease to continue as a going concern. iv. the records and statements submitted by the branches have been properly maintained
in the financial statements;
‹ Evaluate the overall presentation,
structure and content of the financial v. the balance sheet and profit and loss account together with the annexed notes dealt
statements, including the disclosures, with by the report are in agreement with the books of account and returns;
and whether the financial statements vi. the expenditures incurred and payments made were for the purpose of the Bank’s
represent the underlying transactions business for the year;
and events in a manner that achieves
fair presentation. vii. the financial statements have been drawn up in conformity with prevailing rules,
regulations and accounting standards as well as related guidance issued by
‹ Obtain sufficient appropriate audit Bangladesh Bank;
evidence regarding the financial
information of the entities or business viii. adequate provisions have been made for advance and other assets which are in our
activities within the Bank to express opinion, doubtful of recovery;
an opinion on the financial statements. ix. the records and statements submitted by the branches have been properly maintained
We are responsible for the direction, in the financial statements;
supervision and performance of x. the information and explanations required by us have been received and found
the Bank’s audit. We remain solely satisfactory;
responsible for our audit opinion.
xi. we have reviewed over 80% of the risk weighted assets of the Bank and spent over
2,150 person hours; and
We communicate with those charged with
governance, among other matters, the xii. capital to risk-weighted asset ratio (CRAR) as required by Bangladesh Bank has been
planned scope and timing of the audit and maintained adequately during the year.
significant audit findings, including any
significant deficiencies in internal control
that we identify during our audit.
Dhaka, 03 June 2021 Sabbir Ahmed, FCA, Partner
We also provide those charged with
DVC No: 2106210770AS289510 Enrolment no: 770, Hoda Vasi Chowdhury & Co
governance with a statement that we have
Chartered Accountants

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129
 Balance Sheet
As at 31 December 2020

31.12.2020 31.12.2019
PROPERTY AND ASSETS Notes
Taka Taka
Cash 4 3,140,113,528 3,170,883,607
Cash in hand (including foreign currencies) 4.1 739,719,284 777,432,737
Balance with Bangladesh Bank and its agent bank (s) (including foreign
4.2 2,400,394,244 2,393,450,870
currencies)
Balance with other banks and financial institutions 5 3,167,659,594 2,018,295,669
In Bangladesh 5.1 3,068,091,239 1,859,573,354
Outside Bangladesh 5.2 99,568,355 158,722,315
Money at call on short notice 535,500,000 345,320,000
Investments 6 7,665,384,722 8,256,770,228
Government 6.1 6,079,258,097 6,703,274,548
Others 6.2 1,586,126,625 1,553,495,680
Loans and advances 7 38,848,570,390 38,932,317,978
Loans, cash credit, overdrafts etc. 7.1 38,792,949,133 38,813,955,679
Bills purchased and discounted 7.2 55,621,257 118,362,299
Fixed assets including premises, furniture and fixtures 8 384,938,747 448,917,068
Other assets 9 1,621,318,738 1,550,469,807
Non - banking assets - -
Total assets 55,363,485,719 54,722,974,357

LIABILITIES AND CAPITAL

Liabilities
Borrowings from other banks, financial institutions and agents 10 3,642,983,144 3,733,884,914
Deposits and other accounts 41,830,983,438 41,809,853,016
Current deposits and other accounts 11.1 9,887,349,818 8,835,535,861
Bills payable 11.2 316,811,897 200,730,379
Savings bank deposits 11.3 3,831,217,604 3,315,135,398
Fixed deposits 11.4 27,795,604,119 29,458,451,378
Bearer certificates of deposit - -
Other deposits - -
Other liabilities 12 4,085,752,364 4,051,536,334
Total liabilities 49,559,718,946 49,595,274,264
Capital/shareholders' equity
Paid up capital 13.2 4,665,600,000 4,665,600,000
Statutory reserve 14 660,507,569 470,693,317
Other reserve 15 6,707,198 1,708,959
Retained earnings 16 470,952,006 (10,302,183)
a n n u a l r e p o r t 2020

Total shareholders' equity 5,803,766,773 5,127,700,093

Total liabilities and shareholders' equity 55,363,485,719 54,722,974,357

130
 31.12.2020 31.12.2019
PROPERTY AND ASSETS Notes
Taka Taka
OFF-BALANCE SHEET ITEMS
Contingent liabilities 17 10,880,863,570 14,417,316,055
Acceptances and endorsements 17.1 1,565,237,575 2,604,112,785
Letters of guarantee 17.2 7,366,294,585 8,840,474,904
Irrevocable letters of credit 17.3 1,325,590,543 2,182,851,200
Bills for collection 17.4 623,740,867 789,877,166
Other contingent liabilities

Other commitments - -
Documentary credits and short term trade-related transactions - -
Forward assets purchased and forward deposits placed - -
Undrawn note issuance and revolving underwriting facilities - -
Undrawn formal standby facilities, credit lines and other commitments - -
Total off-Balance Sheet items including contingent liabilities 10,880,863,570 14,417,316,055
The annexed notes form an integral part of these financial statements.

Managing Director & CEO Director Vice Chairman Chairman

As per our report of same date.

Dhaka, 03 June 2021 Sabbir Ahmed, FCA, Partner

DVC No: 2106210770AS289510 Enrolment no: 770
Hoda Vasi Chowdhury & Co
Chartered Accountants

NRB Bank Limited

131
 Profit and Loss Account
For the year ended 31 December 2020
2020 2019
Notes
Taka Taka

Interest income 19 4,065,018,938 4,603,332,997

Interest paid on deposits and borrowings etc. 20 (3,070,333,638) (3,088,835,347)
Net interest income 994,685,300 1,514,497,650
Income from investments 21 994,960,846 447,119,076
Commission, exchange and brokerage 22 388,086,630 445,817,916
Other operating income 23 61,478,441 20,858,079
1,444,525,917 913,795,071
Total operating income (A) 2,439,211,217 2,428,292,720
Salaries and allowances 24 739,815,945 710,291,621
Rent, taxes, insurance, electricity etc. 25 312,600,607 316,448,163
Legal and professional expenses 26 5,558,070 4,137,894
Postage, stamp, telecommunication etc. 27 33,130,666 34,885,572
Stationery, printing, advertisements etc. 28 19,632,693 30,935,848
Managing Director's salary and fees 29 13,600,000 16,738,000
Directors' fees and other expenses 30 742,421 5,148,511
Auditors' fees 31 400,000 400,000
Depreciation and repair of bank's assets 32 146,623,100 154,999,478
Other expenses 33 217,380,687 229,195,654
Total operating expenses (B) 1,489,484,188 1,503,180,741
Profit before provision (C=A-B) 949,727,028 925,111,979
Provision for start-up fund Provision for loans and advances 9,497,270 -
General provision 93,948,404 75,087,071
Specific provision (129,777,502) 814,076,927
(35,829,098) 889,163,998
Provision for off-balance sheet items (33,703,162) 28,601,862
Provision for diminution in value of investments (65,959,197) 100,854,567
Other provisions 126,649,955 197,000
Total provision (D) 34 655,769 1,018,817,427
Total profit before tax (E=C-D) 949,071,259 (93,705,448)
Provision for tax
Provision for current tax 12.6 195,195,492 340,045,431
Deferred tax expense/(Income) 82,807,326 (308,394,666)
Total provision for tax (F) 278,002,818 31,650,765
Net profit after tax (G=E-F) 671,068,441 (125,356,213)
Appropriations
Statutory reserve 14 189,814,252 -
General reserve - -
189,814,252 -
Retained surplus for the year 481,254,189 (125,356,213)
Earnings per share (EPS) 37 1.44 -0.27
The annexed notes form an integral part of these financial statements.

Managing Director & CEO Director Vice Chairman Chairman

As per our report of same date.

a n n u a l r e p o r t 2020

Dhaka, 03 June 2021

Sabbir Ahmed, FCA, Partner
DVC No: 2106210770AS289510
Enrolment no: 770, Hoda Vasi Chowdhury & Co
Chartered Accountants
132
Cash Flow Statement
For the year ended 31 December 2020
2020 2019
Notes
Taka Taka

Cash flows from operating activities

Interest receipts in cash 4,673,761,847 5,059,688,924
Interest payments (3,344,603,866) (3,352,626,662)
Dividend receipts 55,826,174 66,553,877
Fees and commission receipts 388,086,630 445,817,916
Cash payments to employees (753,415,945) (727,029,621)
Cash payment to suppliers (8,645,144) (12,671,920)
Income tax paid (342,943,056) (208,769,203)
Receipts from other operating activities 35 21,924,833 20,858,079
Payments for other operating activities 36 (602,010,939) (662,270,325)
Cash generated from operating activities before changes in operating
87,980,535 629,551,065
assets and liabilities
Increase/(decrease) in operating assets and liabilities:
Loans and advances to customers 83,747,588 (6,458,858,073)
Other assets (70,848,931) (544,886,179)
Deposits from customers 21,130,422 8,291,258,436
Other liabilities 233,874,420 1,151,752,504
Cash generated from operating assets and liabilities 267,903,500 2,439,266,689
Net cash generated from operating activities 355,884,034 3,068,817,754
Cash flows from investing activities
(Purchase)/sale of trading securities 624,016,451 (2,559,326,732)
Gain/loss from sale of trading securities, shares, bonds, etc. 294,143,771 (109,030,116)
(Purchase)/sale of shares and bonds (32,630,945) (53,269,985)
(Purchase) of property and equipment (31,917,695) (122,118,864)
Net cash used in investing activities 853,611,582 (2,843,745,697)
Cash flows from financing activities
Borrowings from other banks, financial institutions and agents (90,901,771) 385,174,185
Cash dividend paid - -
Net Cash flows/(used in) from financing activities (90,901,771) 385,174,185
Net increase in cash and cash equivalents (A+ B + C) 1,118,593,846 610,246,243
Effects of exchange rate changes on cash and cash equivalents - -
Cash and cash equivalents at beginning of the year 5,189,179,276 4,578,933,033
Cash and cash equivalents at end of the year (D+E+F) 6,307,773,122 5,189,179,276
Cash and cash equivalents at end of the year represents
Cash in hand (including foreign currencies) 739,719,284 777,432,737
Balance with Bangladesh Bank and its agent bank (s) 2,400,394,244 2,393,450,870
Balance with other banks and financial institutions 3,167,659,594 2,018,295,669
6,307,773,122 5,189,179,276
The annexed notes form an integral part of these financial statements.

Managing Director & CEO Director Vice Chairman Chairman

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133
a n n u a l r e p o r t 2020

134
Statement of Changes in Equity
For the year ended 31 December 2020

(Amount in Taka)
Statutory Retained
Particulars Paid up capital Other Reserve Total
reserve earnings
Balance as at 1 January 2020 4,665,600,000 470,693,317 1,708,959 (10,302,183) 5,127,700,093
Bonus share issued for 2019 - - - - -
Net profit/(loss) after tax for the year - - - 671,068,441 671,068,441
Transfer to statutory reserve - 189,814,252 - (189,814,252) -
Addition/(adjustment) made during the year - - 4,998,239 - 4,998,239
Balance as at 31 December 2020 4,665,600,000 660,507,569 6,707,198 470,952,006 5,803,766,773

Balance as at 1 January 2019 4,320,000,000 470,693,317 44,219 460,654,030 5,251,391,566

Bonus share issued for 2018 345,600,000 - - (345,600,000) -
Net profit/(loss) after tax for the year - - - (125,356,213) (125,356,213)
Transfer to statutory reserve - - - - -
Addition/(adjustment) made during the year - - 1,664,740 - 1,664,740
Balance as at 31 December 2019 4,665,600,000 470,693,317 1,708,959 (10,302,183) 5,127,700,093
The annexed notes form an integral part of these financial statements.

Managing Director & CEO Director Vice Chairman Chairman

 Liquidity Statement
(Analysis of maturity of assets and liabilities)
As at 31 December 2020

(Amount in Taka)
Particulars Up to 1 month 1-3 months 3-12 months 1-5 years Above 5 years Total
Assets:
Cash in hand (including balance with Bangladesh Bank and its agent
3,140,113,528 - - - - 3,140,113,528
Bank)
Balance with other banks and financial institutions 2,467,659,594 700,000,000 - - - 3,167,659,594
Money at call and on short notice 535,500,000 - - - - 535,500,000
Investments 110,579,990 582,947,549 1,686,923,554 1,382,212,893 3,902,720,736 7,665,384,722
Loans and advances 10,980,436,339 2,731,148,893 9,441,179,878 11,464,814,091 4,230,991,189 38,848,570,390
Fixed assets including premises, furniture and fixtures - - - - 384,938,747 384,938,747
Other assets - 138,099,572 421,481,766 1,061,737,401 - 1,621,318,738
Non banking assets - - - - - -
Total assets (A) 17,234,289,451 4,152,196,014 11,549,585,198 13,908,764,384 8,518,650,672 55,363,485,719
Liabilities:
Borrowings from other banks, financial institutions and agents 1,441,128,163 1,308,931,161 817,297,890 75,625,930 - 3,642,983,144
Deposits 4,766,798,642 6,449,822,756 24,386,199,436 3,344,934,303 2,883,228,301 41,830,983,438
Provision and other liabilities 275,984,125 986,617,186 114,200,007 5,305,905 2,703,645,140 4,085,752,364
Total liabilities (B) 6,483,910,930 7,436,439,942 25,317,697,334 3,425,866,138 5,586,873,441 49,559,718,946
Net liquidity gap (A - B) 10,750,378,522 (3,284,243,928) (13,768,112,136) 10,482,898,246 2,931,777,231 5,803,766,773

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135
 Notes to the
Financial Statements
As at and for the year ended 31 December 2020

1. The Bank and its activities

1.1 Reporting entity

The NRB Bank Limited (the “Bank”) is a private commercial bank (PCB), incorporated as a public limited company in Bangladesh on 19 March 2013
under the Companies Act, 1994. It started its banking businesses from 04 August 2013 under the license issued by Bangladesh Bank. The Bank has
currently 46 branches, 46 ATM booths and NPSB shared ATM booths all over Bangladesh. The Bank had no overseas branches as at 31 December
2020.

The registered office of the Bank is located at SimpleTree - Anarkali, 89 Gulshan Avenue, Gulshan – 1, Dhaka, Bangladesh.

1.2 Principal activities

The principal activities of the Bank are to provide a comprehensive range of financial products and services, personal and commercial banking, trade
services, cash management, treasury, securities and custodial services to its customers.

2. Basis of preparation and significant accounting policies

2.1 Statement of compliance

The Financial Reporting Act 2015 (FRA) was enacted in 2015. Under the FRA, the Financial Reporting Council (FRC) is formed and it is yet to issue
financial reporting standards for public interest entities such as banks. The Bank Company Act 1991 has been amended to require banks to prepare
their financial statements under such financial reporting standards. The FRC has been formed but yet to issue any financial reporting standards as
per the provisions of the FRA and hence International Financial Reporting Standards (IFRS) as approved by the Institute of Chartered Accountants of
Bangladesh (ICAB) are still applicable.

Accordingly, the financial statements of the Bank continue to be prepared in accordance with International Financial Reporting Standards (IFRS) and
the requirements of the Bank Company Act 1991, the rules and regulations issued by Bangladesh Bank (BB), the Companies Act 1994. In case any
requirement of the Bank Company Act 1991, and provisions and circulars issued by Bangladesh Bank differ with those of IFRS, the requirements
of the Bank Company Act 1991, and provisions and circulars issued by Bangladesh Bank shall prevail. Material deviations from the requirements of
IFRS are as follows:

i) Presentation of financial statements

IFRS: As per IAS 1 financial statements shall comprise statement of financial position, comprehensive income statement, changes in equity, cash
flow statement, adequate notes comprising summary of accounting policies and other explanatory information. As per para 60 of IAS 1, the entity
shall also present current and non-current assets and liabilities as separate classifications in its statement of financial position.

Bangladesh Bank: The presentation of the financial statements in prescribed format (i.e. balance sheet, profit and loss account, cash flows
statement, statement of changes in equity, liquidity statement) and certain disclosures therein are guided by the ‘First Schedule’ (section 38) of
the Bank Company Act 1991 (amendment upto 2013) and BRPD circular no. 14 dated 25 June 2003 and subsequent guidelines of BB. In the
prescribed format there is no option to present assets and liabilities under current and non-current classifications.

ii) Investments in shares, mutual funds and other securities

IFRS: As per requirements of IFRS 9, classification and measurement of investment in shares and securities will depend on how these are managed
(the entity’s business model) and their contractual cash flow characteristics. Based on these factors it would generally fall either under “at fair value
through profit or loss account” or under “at fair value through other comprehensive income” where any change in the fair value (as measured in
accordance with IFRS 13) at the year-end is taken to profit and loss account or other comprehensive income respectively.

Bangladesh Bank: As per BRPD circular no. 14 dated 25 June 2003 investments in quoted and unquoted shares are revalued on the basis of
year-end market price and as per Net Assets Value (NAV) of last audited balance sheet respectively. As per instruction of another DOS circular letter
no. 03 dated 12 March 2015, investment in Mutual Fund (closed-end) is revalued at lower of cost and (higher of market value and 85% of NAV). As
such, provision is made for any loss arising from diminution in value of investments (portfolio basis); otherwise investments are recognised at costs.
a n n u a l r e p o r t 2020

136
iii) Revaluation gains/losses on Government securities

IFRS: As per requirement of IFRS 9 where securities will fall under the category of fair value through profit or loss account, any change in the fair
value of assets is recognised through the profit and loss account. Securities designated as amortised cost are measured at effective interest rate
method and interest income is recognised through the profit and loss account.

Bangladesh Bank: According to DOS circular no. 05 dated 26 May 2008 and subsequent clarification in DOS circular no. 05 dated 28 January
2009, amortisation loss is charged to profit and loss account, mark-to-market loss on revaluation of Government treasury securities (T-bills /
T-bonds) categorised as HFT is charged to Profit and Loss account, but any unrealised gain on such revaluation is recognised to revaluation reserve
account. T-bills/T-bonds designated as HTM are measured at amortized cost method but interest income/gain is recognized through equity.

iv) Provision on loans and advances

IFRS: As per IFRS 9 an entity shall recognise an impairment allowance on loans and advances based on expected credit losses. At each reporting
date, an entity shall measure the impairment allowance for loans and advances at an amount equal to the lifetime expected credit losses if the
credit risk on these loans and advances has increased significantly since initial recognition whether assessed on an individual or collective basis
considering all reasonable information, including that which is forward-looking. For those loans and advances for which the credit risk has not
increased significantly since initial recognition, at each reporting date, an entity shall measure the impairment allowance at an amount equal to 12
month expected credit losses that may result from default events on such loans and advances that are possible within 12 months after reporting
date.

Bangladesh Bank: As per BRPD circular no. 14 dated 23 September 2012, BRPD circular no. 19 dated 27 December 2012, BRPD circular no.
16 dated 18 November 2014 and BRPD circular no. 8 dated 2 August 2015, a general provision @ 0.25% to 5% under different categories of
unclassified loans (standard/ SMA loans) should be maintained regardless of objective evidence of impairment and as per BRPD Circular no 56,
dated 10 December 2020, special general provision @ 1% on unclassified (standard/SMA) loans that are availing extended time to pay installment/
adjustment should be maintained. And specific provision for sub-standard/doubtful/ bad-loss loans should be made at 20%, 50% and 100%
respectively on loans net off eligible securities (if any). Also, a general provision @ 1% should be provided for off-balance sheet exposures except
bills for collection. Such provision policies are not specifically in line with those prescribed by IFRS 9.

v) Recognition of interest in suspense

IFRS: Loans and advances to customers are generally classified at amortised cost as per IFRS 9 and interest income is recognised by using the
effective interest rate method to the gross carrying amount over the term of the loan. Once a loan subsequently become credit-impaired, the entity
shall apply the effective interest rate to the amortised cost of these loans and advances.

Bangladesh Bank: As per BRPD circular no. 14 dated 23 September 2012, once a loan is classified, interest on such loans are not allowed to be
recognised as income, rather the corresponding amount needs to be credited to an interest in suspense account, which is presented as liability in
the balance sheet.

vi) Other comprehensive income and appropriation of profit

IFRS: As per IAS 1 other comprehensive income (OCI) is a component of financial statements or the elements of OCI are to be included in a
single other comprehensive income (OCI) statement. IFRSs do not require appropriation of profit to be shown on the face of the statement of
comprehensive income.

Bangladesh Bank: The templates of financial statements issued by BB do not include other comprehensive income nor are the elements of other
comprehensive income allowed to be included in a single other comprehensive income (OCI) Statement. As such the Bank does not prepare the
other comprehensive income statement. However, elements of OCI, if any, are shown in the statements of changes in equity. Furthermore, the above
templates require disclosure of appropriation of profit on the face of profit and loss account.

vii) Financial instruments – presentation and disclosure

In several cases Bangladesh Bank guidelines categorise, recognise, measure and present financial instruments differently from those prescribed in
IFRS 9. As such full disclosure and presentation requirements of IFRS 7 and IAS 32 cannot be made in the financial statements.

NRB Bank Limited

137
 viii) Repo and reverse repo transactions

IFRS: As per IFRS 9 when an entity sells a financial asset and simultaneously enters into an agreement to repurchase the asset (or a similar asset)
at a fixed price on a future date (repo), the arrangement is treated as a loan and the underlying asset continues to be recognised at amortised cost
in the entity’s financial statements. The difference between selling price and repurchase price will be treated as interest expense. The same rule
applies to the opposite side of the transaction (reverse repo).

Bangladesh Bank: As per BB circulars/guidelines, when a bank sells a financial asset and simultaneously enters into an agreement to repurchase
the same (or a similar asset) at a fixed price on a future date (REPO or stock lending), the arrangement is accounted for as a normal sale transaction
and the financial assets should be derecognised in the seller’s book and recognised in the buyer’s book.

ix) Financial guarantees

IFRS: As per IFRS 9, financial guarantees are contracts that require the issuer to make specified payments to reimburse the holder for a loss it
incurs because a specified debtors fails to make payment when due in accordance with the original or modified terms of a debt instrument. Financial
guarantee liabilities are recognised initially at their fair value plus transaction costs that are directly attributable to the issue of the financial liabilities.
The financial guarantee liability is subsequently measured at the higher of the amount of loss allowance for expected credit losses as per impairment
requirement and the amount initially recognised less, income recognised in accordance with the principles of IFRS 15. Financial guarantees are
included within other liabilities.

Bangladesh Bank: As per BRPD 14, financial guarantees such as letter of credit and letter of guarantee will be treated as off-balance sheet items.
No liability is recognised for the guarantee except the cash margin. As per BRPD Circular No.01 dated 03 January 2018 and BRPD Circular No.14
dated 23 September 2012, the Bank is required to maintain provision at 1% against gross off-balance sheet exposures (which includes undrawn
loan commitments).

x) Cash and cash equivalent

IFRS: Cash and cash equivalent items should be reported as cash item as per IAS 7.

Bangladesh Bank: Some cash and cash equivalent items such as money at call on short notice, treasury bills with maturity of more than three
months and prize bond are not shown as cash and cash equivalents. Money at call on short notice is shown separately in the balance sheet. Treasury
bills with maturity of more than three months and prize bond are shown under investment in the balance sheet.

xi) Non-banking assets

IFRS: No indication of non banking assets is found in any IFRSs.

Bangladesh Bank: As per BRPD circular no 14, dated 25 June 2003, there exists a face item named non banking assets.

xii) Cash flow statement

IFRS: Cash flow statement can be prepared either in direct method or indirect method. The presentation method is selected to present cash flow
information in a manner that is most suitable for the business or industry. Whichever method selected should be applied consistently.

Bangladesh Bank: As per BRPD circular no 14, dated 25 June 2003, cash flow statement is to be prepared following a mixture of direct and
indirect method.

xiii) Balance with Bangladesh Bank: (Cash Reserve Requirement)

IFRS: Balance with Bangladesh Bank should be treated as other asset as it is not available for use in day to day operations as per IAS 7.

Bangladesh Bank: Balance with Bangladesh Bank is treated as cash and cash equivalents.

xiv) Presentation of intangible asset

IFRS: Intangible asset must be identified and recognized, and the disclosure must be given as per IAS 38.
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Bangladesh Bank: There is no requirement for regulation of intangible assets in BRPD circular no. 14 dated 25 June 2003.

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 xv) Off-balance sheet items
IFRS: There is no concept of off-balance sheet items in any IFRS; hence there is no requirement for disclosure of off-balance sheet items on the
face of the balance sheet.
Bangladesh Bank: As per BRPD circular no 14, dated 25 June 2003, off balance sheet items e. g. L/C, L/G, acceptance should be disclosed
separately on the face of the balance sheet.
xvi) Loans and advances net of provision
IFRS: Loans and advances should be presented net of provision.
Bangladesh Bank: As per BRPD 14 dated 25 June 2003, provision on loans and advances should be presented separately as liability and can not
be netted off against loans and advances.
2.2 Basis of measurement
The financial statements of the Bank have been prepared on the historical cost basis except for the following material items:
Government treasury securities (T-bills/T-bonds) designated as ‘Held for Trading (HFT)’ are marked-to-market weekly with resulting gain credited to
revaluation reserve account but loss charged to profit and loss account.
Government treasury securities (T-bills/T-bonds) designated as ‘Held to Maturity (HTM)’ are amortized yearly with resulting gain credited to
amortization reserve account but loss charged to profit and loss account.
2.3 Going concern basis of accounting
The financial statements has been prepared on the assessment of the Bank’s ability to continue as a going concern. The Bank has neither any
intention nor any legal or regulatory compulsion to liquidate or curtail materially the scale of any of its operations. The key financial parameters
(including liquidity, profitability, asset quality, provision sufficiency and capital adequacy) of the Bank continued to exhibit a healthy trend for couple
of years. The rating outlook of the Bank as denoted by the rating agency (ECRL) is ‘stable’. Besides, the management is not aware of any material
uncertainties that may cast significant doubt upon the Bank’s ability to continue as a going concern.
2.4 Functional and presentation currency
These financial statements are presented in Bangladesh Taka (BDT), which is the Bank’s functional and presentation currency. All financial
information presented in Taka has been rounded off to the nearest Taka except when otherwise indicated.
2.5 Use of estimates and judgments
The preparation of the financial statements of the Bank in conformity with IFRSs require management to make judgments, estimates and
assumptions that affect the application of accounting policies and the reported amount of assets, liabilities, income and expenses. Actual results
may differ from these estimates.
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the period in which
the estimate is revised and in any future period affected.
2.6 Foreign currency transactions
Transactions in foreign currencies are translated into the respective functional currency of the operation the spot exchange rate at the date of the
transactions. Monetary assets and liabilities denominated into the functional currency at the sport exchange rate at that date. Non-monetary assets
and liabilities denominated in foreign currencies that are measured at fair value are retranslated into the functional currency at the sport exchange
rate at the date that the fair value are measured in terms of historical cost in a foreign currency are translated using the exchange rate at the date
of the transaction. Foreign currency differences arising on translation are recognized in the profit and loss account.
2.7 Cash flow statement
Cash Flow Statement is prepared principally in accordance with IAS 7 “Statement of Cash Flows” under direct method as per the guidelines of BRPD
circular no.14 dated 25 June 2003. The Cash Flow Statement shows the structure of and changes in cash and cash equivalents during the year. It
Cash Flows during the year have been classified as operating activities, investing activities and financing activities.

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 2.8 Reporting period

These financial statements of the bank cover one calendar year from 1 January to 31 December 2020.

2.9 Liquidity statement

The liquidity statement has been prepared in accordance with remaining maturity grouping of Assets and Liabilities as at the close of the year as
per following basis:

i) Balance with other banks and financial institutions, money at call and short notice etc. on the basis of their maturity term.

ii) Investments on the basis of their residual maturity term.

iii) Loans and advances on the basis of their repayment/maturity schedule.

iv) Fixed assets on the basis of their useful lives.

v) Other assets on the basis of their adjustment.

vi) Borrowings from other banks and financial institutions, as per their maturity/repayment term.

vii) Deposits and other accounts on the basis of their maturity and behavioral trend.

viii) Other long term liability on the basis of their maturity term.

ix) Provisions and other liabilities are on the basis of their payment / adjustments schedule.

2.10 Statement of changes in equity

Statement of Changes in Equity has been prepared in accordance with IAS 1 “Presentation of Financial Statements” and following the guidelines of
Bangladesh Bank BRPD circular no.14 dated 25 June 2003.

Particulars Basis used

Balance with Other Banks and Financial Institutions Maturity Term
Investments Respective Maturity Terms
Loans and Advances Repayment schedule basis
Fixed Assets Useful life
Other Assets Realization/Amortization basis
Borrowing from Other Banks, Financial Institutions and Agents Maturity/Repayment terms
Deposits and Other Accounts Maturity term
Other Liabilities Payments/Adjustments schedule basis

3 Significant accounting policies

The accounting policies set out below have been applied consistently to all years presented in these financial statements, and have been applied
consistently by group entities except otherwise instructed by Bangladesh Bank as the prime regulator.

3.1 Assets and basis of their valuation

3.1.1 Cash and cash equivalents

Cash and cash equivalents include notes and coins in hand and at ATM, unrestricted balances held with BB and its agent bank, balance with other
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banks and financial institutions, money at call and on short notice and prize bonds which are not ordinarily susceptible to change in value.

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3.1.2 Investments

All investments (other than government treasury securities) are initially recognized at cost, including acquisition charges associated with the
investment. Accounting treatment of government treasury securities (categorized as HFT or/and HTM) is given following DOS Circular no. 05 dated
26 May 2008 and subsequent clarifications on 28 January 2009. All investment securities are initially recognized at cost, being fair value of the
consideration given, including acquisition charges associated with the investment. The valuation methods of investments used are:

Held to Maturity (HTM)

Investments which are intended to be held till maturity are classified as ‘Held to Maturity’ (HTM). These are measured at amortized cost at each year
end by taking into account any discount or premium on acquisition. Premiums are amortized and discounts are accredited, using the effective or
historical yield. Any increase or decrease in value of such investments is booked to equity but decrease to profit and loss account.

Held for Trading (HFT)

These are investments primarily held for selling or trading. After initial recognition, investments are marked to market weekly and any decrease in
the present value is recognized in the Profit and Loss Account and any increase is booked to Revaluation Reserve Account through Profit and Loss
Account.

REPO and Reverse REPO

The Bank has been recording transactions of REPO and reverse REPO following DOS circular no. 6 dated 15 July 2010 of BB. In case of REPO of
both coupon and non-coupon bearing (T-bills) securities, the Bank adjusts the revaluation reserve account for HFT securities and stops the weekly
revaluation (if the revaluation date falls within the REPO period) of the same security. For interest bearing security, the Bank does not accrue interest
during REPO period.

Investment in listed securities

These securities are bought and held primarily for the purpose of selling them in future or held for dividend income which are reported at cost.

Investment in unquoted securities

Investment in unlisted securities is reported at cost under cost method. Adjustment is given for any shortage of book value over cost for determining
the carrying amount of investment in unlisted securities.

Provision for shares against unrealized loss (gain net off) has been made according to DOS circular no. 4 dated 24 November 2011 and for mutual
funds (closed-end) as per DOS circular letter no. 3 dated 12 March 2015 of Bangladesh Bank.

Besides, bank complied with Bangladesh Bank BRPD Circular 14 dated June 25, 2003 as follows, “All investments in shares and securities (both
dealing and investment) should be revalued at the year- end. The quoted shares should be valued as per market price in the stock exchange(s)
and unquoted shares as per book value of last audited balance sheet. Provision should be made for any loss arising from diminution in value of
investments”.

Investments are stated as per following bases:

Investment class Initial Measurement after initial Recording of changes

recognition recognition
Govt. treasury securities - Held Cost Fair Value Loss to Profit and Loss Account, gain to Revaluation
for Trading (HFT) Reserve.
Govt. treasury securities - Held to Cost Amortized cost Increase in value of such investments is booked to
Maturity (HTM) equity, decrease to profit and loss account.
Debenture/Bond Face value None None
Shares (Quoted) Cost Lower of cost or market value Loss (net off gain) to profit and loss account but no
unrealized gain booking.

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 Investment class Initial Measurement after initial Recording of changes
recognition recognition
Shares (Unquoted) Cost Lower of cost or Net Asset Value Loss to profit and loss account but no unrealized gain
(NAV) booking.
Mutual fund (Closed-end) Cost Lower of cost and (higher of Loss (net) to profit and loss account but no unrealized
market value and 85% of NAV) gain booking.
Prize bond Cost Cost None

3.1.3 Loans, advances and provisions

Loans and advances are stated in the balance sheet on gross basis.

Interest is calculated on daily product basis, but charged and accounted for quarterly on accrual basis. Interest on classified loans and advances is
kept in interest suspense account as per BRPD circulars no. 14 dated September 23, 2012 on Master Circular: Loan Classification and Provisioning.
Interest is not charged on bad and loss loans and advances as per guidelines of Bangladesh Bank. Records of such interest amounts are kept in
separate memorandum accounts.

Commission and discounts on bills purchased and discounted are recognized at the time of realization.

General provisions @ 0.25% to 5% under different categories on unclassified loans (standard/SMA), special

general provision @ 1% on unclassified loans (standard/SMA) loans that are availing extended time to pay installment/adjustment and @ 1% on off
balance-sheet exposures excluding bills for collection, and specific provisions @ 20%, 50% & 100% on classified (substandard/doubtful/bad loss)
loans are made on the basis of quarter end review by the management and instructions contained in BRPD Circular no 14, dated 23 September
2012, BRPD Circular no 19, dated 27 December 2012, BRPD Circular no 16, dated 18 November 2014, BRPD Circular no 8, dated 2 August 2015
and BRPD Circular no 56, dated 10 December 2020. Provisions and interest suspense are separately shown under other liabilities as per First
Schedule of Bank Company Act 1991 (amendment upto 2013), instead of netting off with loans.

Rates of provision on loans and advances are given below:

Heads Rates
General provision on:
Unclassified (including SMA) general loans and advances 1%
Unclassified (including SMA) small and medium enterprise 0.25%
Unclassified (including SMA) Loans to BHs/MBs/SDs against Shares etc. 2%
Unclassified (including SMA) loans for housing finance 1%
Unclassified (including SMA) loans for professionals and credit cards 2%
Unclassified (including SMA) consumer financing other than housing financing, loans for professionals and credit cards 5%

Short term agri credit and micro credit 1%

Off balance sheet exposures 1%
Special General provision (COVID-19) on:
Unclassified (including SMA) loans that are availing extended time to pay installment/adjustment 1%
Specific provision on:
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Substandard loans and advances other than short term agri credit and micro credit 20%

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 Heads Rates
Doubtful loans and advances other than short term agri credit and micro credit 50%
Bad/loss loans and advances 100%
Substandard short term agri credit and micro credit 5%
Doubtful short term agri credit and micro credit 5%

3.1.4 Property, plant and equipment

3.1.4.1 Recognition and measurement

All fixed assets are stated at cost less accumulated depreciation as per IAS 16 “Property, Plant and Equipment”. Land is measured at cost. The cost
is the amount of cash or cash equivalents paid or the fair value of the other consideration given to acquire an asset at the time of its acquisition or
construction or, where applicable, the amount attributed to that asset when initially recognized in accordance with the specific requirements of the
IFRS. The cost of an item of property, plant and equipment is recognized as an asset if, it is probable that future economic benefits associated with
the item will flow to the entity; and the cost of the item can be measured reliably.

3.1.4.2 Subsequent costs

Subsequent costs are capitalized only when it is probable that the future economic benefits associated with the costs will flow to the entity and cost
can be measured reliably. The carrying amount of the replaced portion is derecognized. The costs of day to day servicing of fixed assets, i.e. repairs
and maintenance is charged to profit and loss account as expense when incurred.

3.1.4.3 Depreciation

Depreciation is charged at the following rates on all fixed assets on the basis of estimated useful lives as determined by fixed asset policy of the
Bank. In all cases depreciation is calculated on the straight line method. Depreciation of the assets is charged from the date of acquisition and
intended to use and no depreciation is charged from the date when the assets are disposed.

Rate of
Category of fixed assets
depreciation
Furniture and fixture 10%
Machinery and Equipment 20%
Computer and Network Equipment 20%
Vehicle 20%
Software 12.5%
Mobile Phone 50%

3.1.5 Other assets

As per BRPD circular No. 14 dated 25 June 2003, other assets/item(s) have been shown separately as ‘income generating’ and ‘non income
generating’ in the relevant notes to the financial statements. Other assets include advance rent, advance for revenue and capital expenditure, stocks
of stationary and stamps, security deposits to government agencies an unrealized income receivables etc.

3.1.6 Non-banking assets

Non-banking assets will be acquired due to failure of borrowers to repay the loan in time taken against mortgaged property. The value of the
properties will be recognized in the financial statements as non-earning assets on the basis of third party valuation report. Value of the assets receive
in addition to the loan outstanding will be kept as reserve against non-banking assets.

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 3.2 Liabilities and provisions

3.2.1 Borrowings from other banks, financial institutions and agents

Borrowings from other banks, financial institutions and agents include interest-bearing borrowings redeemable at call and Bangladesh Bank
refinance. These items are brought to financial statements at the gross value of the outstanding balance.

3.2.2 Deposits and other accounts

Deposits and other accounts include non interest-bearing current deposit redeemable at call, bills payable, interest bearing on demand and special
notice deposits, savings deposit and fixed deposit. These items are brought to financial statements at the gross value of the outstanding balance.

3.2.3 Other liabilities

Other liabilities comprise items such as provision for loans and advances/investments, provision for taxes, interest payable on borrowing, interest
suspense and accrued expenses etc. Individual item-wise liabilities are recognized as per the guidelines of Bangladesh Bank and International
Financial Reporting Standards (IFRS).

3.2.4 Dividend payments

Interim dividend is recognized only when the shareholders’ right to receive payment is established. Final dividend is recognized when it is approved
by the shareholders in AGM. Dividend payable to the Bank’s shareholders is recognized as a liability and deducted from the shareholders’ equity in
the year in which the shareholders’ right to receive payment is established.

3.2.5 Provision for loans and advances

Provision for classified loans and advances is made on the basis of quarter-end review by the management and instructions contained in BRPD
circular no. 14 dated 23 September 2012, BRPD circular no. 19 dated 27 December 2012, BRPD circular no. 16 dated 18 November 2014 and
related subsequent amendment circulars. Details are stated in Note 12.3 of these financial statements.

3.2.6 Provision against investment in capital market

Provision for diminution of value of quoted shares and mutual funds (closed-end), placed under other liability, has been made on portfolio basis (gain
net off) following DOS circular No. 04 dated 24 November 2011 and DOS circular letter no. 03 dated 12 March 2015 respectively. For unquoted
shares, provision has been made based on available NAV of respective nos of units. As on the reporting date, the Bank does not hold any open-end
mutual fund. Details are stated in Annexure-C of these financial statements.

3.2.7 Provision for off-balance sheet exposures

In compliance with BRPD circular no. 14 dated 23 September 2012 and related subsequent amendment circulars, the Bank has been maintaining
provision @ 1% against off-balance sheet exposures (mainly contingent assets/liabilities) except bills for collection.

3.2.8 Provision for other assets

Provision for other assets is made as per the instructions made in the BRPD circular No. 14 dated 25 June 2001 i.e. 100% provision is required on
other assets which are outstanding for one year or more or classified as bad/loss.

3.2.9 Provision for nostro accounts

Provision for unsettled transactions in nostro accounts is made as per FEPD circular no. FEPD (FEMO) / 01/2005-677 dated 13 September 2005
of Foreign Exchange Policy Department (FEPD) of Bangladesh Bank. On the reporting date, the Bank has no unsettled transactions outstanding for
more than 3 months and no provision has been made in this regard.

3.2.10 Provision for liabilities and accrued expenses

In compliance with IAS 37, provisions for other liabilities and accrued expenses are recognized in the financial statements when the Bank has a legal
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or constructive obligation as a result of past event, it is probable that an outflow of economic benefit will be required to settle the obligation and a
reliable estimate can be made of the amount of the obligation.

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3.2.11 Contingent liabilities

Any possible obligation that arises from past events and the existence of which will be confirmed only by the occurrence or non-occurrence of one
or more uncertain future events not wholly within the control of the Bank.

Any present obligation that arises from past events but is not recognized because:

* it is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation; or

* the amount of the obligation cannot be measured with sufficient reliability.

Contingent liabilities are not recognized but disclosed in the financial statements unless the possibility of an outflow of resources embodying
economic benefits is reliably estimated.

Contingent assets are not recognized in the financial statements as this may result in the recognition of income which may never be realized.

3.3 Share capital and reserves

Authorized capital The authorized capital of the Bank is the maximum amount of share capital that the Bank is authorized by its Memorandum and
Articles of Association to issue among shareholders. This amount can be changed by shareholders’ approval upon fulfilment of relevant provisions
of the Companies Act 1994.

Paid-up capital

The paid-up capital represents the amount of bank’s capital that has been contributed by ordinary shareholders. The holders of ordinary shares are
entitled to receive dividend as recommended by the Board and subsequently approved by the shareholders from time to time in the Annual General
Meeting (AGM).

Statutory reserve

In compliance with the provision of Section 24 of Bank Company Act 1991, the Bank transfers at least 20% of its profit before tax to “Statutory
Reserve Fund” each year until the sum of statutory reserve and share premium equal to the paid up capital of the Bank.

Revaluation reserve

When the value of a government treasury security categorized as HTM increases as a result of amortization, the amount thus increased is
recognized directly to equity as ‘reserve for amortization’. However, any increase in the value of such securities categorized as HFT as a result of
‘mark to market’ is booked under equity as ‘revaluation reserve’ but any decrease is directly charged to profit and loss account as per DOS circular
letter no. 05 dated 26 May 2008 & DOS Circular letter no 05, dated 28 January 2009.

3.4 Revenue recognition

Interest income Interest on unclassified loans and advances is recognized as income on accrual basis, interest on classified loans and advances is
credited to interest suspense account with actual receipt of interest there from credited to income as and when received as per instruction contained
in BRPD circular no 14 dated 23 September 2012, BRPD circular no 19 dated 27 December 2012 and BRPD circular no 16 dated 18 November
2014.

Fees and commission income

Fess and commission income arises on services provided by the Bank and recognized as and when received basis. Commission charged to
customers on letters of credit, letters of guarantee and acceptance are credited to income at the time of effecting the transactions except those
which are received in advance.

Investment income

Income on investments is recognized on accrual basis. Investment income includes discount on treasury bills and zero coupon bonds, interest on
treasury bonds, debentures and fixed deposits with other banks. Capital gain on investments in shares and dividend on investment in shares are
also included in investment income.

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 Dividend income

Dividend income from investments is recognized at the time when it is declared, ascertained and right to receive the payment is established as per
IFRS 9.

Foreign exchange gain/ loss

Exchange income includes all gains and losses from foreign currency day to day transactions, conversions and revaluation of non monetary items.

Interest paid on borrowings and deposits

Interest paid on borrowings and deposits are calculated on 360 days basis (except for some treasury instruments which are calculated on 364 days
basis) in a year and recognized on accrual basis.

Other operating expenses

All other operating expenses are provided for in the books of the account on accrual basis according to the IAS 1 “Presentation of Financial
Statements”.

3.5 Employee benefits

Provident fund

The Bank operates a contributory provident fund for its permanent employees funded by both the employees and the Bank equally; employees
contribute 10% basic salary and the Bank contributes an equal amount. The Bank’s contribution is made each month and recorded under salary
and allowances. This fund is managed by a separate trustee board i.e. “NRB Bank Employees’ Provident Fund” and any investment decision out of
this fund is made separately from that of the Bank’s funds. The Commissioner of taxes, LTU, Dhaka has approved the provident fund as a recognized
provident fund within the meaning of section 2 (52), read with the provisions of part – B of the first Schedule of Income Tax Ordinance, 1984. The
recognition took effect from 30 April 2015.

Gratuity fund

The Bank operates a Gratuity Fund scheme on “Continuing Fund Basis”, in respect of which provision is made annually which is covering all its
permanent eligible employees in accordance with Bank Service Rules. The Gratuity Fund is managed separately by ‘NRB Employees Gratuity Fund
Trust’ and any investment decision out of this fund is also made by this Trust. The Second Secretary (Tax Exemption), National Board of Revenue,
Dhaka has approved the NRB Bank Limited Employees’ Gratuity Fund as a recognized Gratuity Fund within the meaning of Para 2,3 & 4, read with
the provisions of Part - C of the First Schedule of Income Tax Ordinance 1984. The recognition took effect from August 09, 2015.

Superannuation fund

The Banks’ introduced “NRB Bank Limited Employees’ Superannuation Fund” commencing from August 12, 2019 is subscribed by the contribution
of the bank. The fund has been established to provide medical support like; hospitalization, maternity etc. and coverage in the event of accidental
death or permanent disabilities of the employees.

3.6 Taxation

The expense comprises current and deferred tax. Current tax and deferred tax is recognized in profit or loss except to the extent that it relates to a
business combination or items recognized directly in equity.

Current tax

Current tax is the expected tax payable on the taxable income for the year, using tax rates enacted or substantially enacted at the reporting date,
and any adjustment to tax payable in respect of previous years.

Provision for current income tax of the Bank has been made on taxable income @ 40% considering major disallowances of expenses and
concessional rates on certain incomes (0% on gain on trading of govt. securities, 10% on capital gain of shares & MFs and 20% on dividend income)
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as per Income Tax Ordinance (ITO) 1984.

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 Deferred tax

Deferred tax assets or liabilities are recognized by the Bank on deductible or taxable temporary differences between the carrying amount of assets
and liabilities used for financial reporting and the amount used for taxation purpose as required by IAS 12 ‘Income Taxes’ and BRPD circular no.11
dated 12 December 2011. Deferred tax assets is recognized for the carry forward of unused tax losses and unused tax credits to the extent that it is
probable that future taxable profit will be available against which they can be used. Deferred tax assets and liabilities are reviewed at each reporting
period and are measured at the applicable tax rate as per tax laws that are expected to be applied when the assets is realized and liability is settled.

3.7 Offsetting

Financial assets and financial liabilities are offset and the net amount is presented in the balance sheet when there is a legally enforceable right to
offset the recognized amounts and there is an intention to settle on a net basis, or realize the asset and settle the liability simultaneously.

3.8 Comparative Information

Comparative information including narrative and descriptive one is disclosed in respect of the preceding period where it is relevant to enhance the
understanding of the current period’s financial statements. Certain comparative amounts in the financial statements are reclassified and rearranged
where relevant, to conform to the current year’s presentation.

3.9 Earnings Per Share

As per IAS 33 ‘Earnings per Share’ the Bank has been reporting ‘Basic EPS’ as there has been no dilution possibilities during the year. Basic EPS
is computed by dividing the profit or loss attributable to ordinary shareholders of the Bank by the number of ordinary shares outstanding during the
period. Bonus shares issued in current period are considered for number of ordinary shares outstanding for preceding period to present comparative
EPS with retrospective adjustment (restated).

3.10 Reconciliation of books and account

Books of account in regard to inter-bank (in Bangladesh and outside Bangladesh) as well as inter-branches are reconciled at regular intervals to
keep the unreconciled balances within non-material level.

3.11 Risk management and other related matters

Financial Institutions are in the business of taking calculative risk and it is important how a bank decides on its risk appetite. The bank firmly believes
that robust risk management is the core function that makes its business sustainable. The risk management systems in place at the Bank are
discussed below:

Credit Risk

Credit risk is the risk of loss that may occur from the default of any counterparty to repay in accordance with agreed terms and conditions and/
or deterioration of creditworthiness. Board of Directors is the apex body for credit approval of the Bank. However, they delegate authority to the
Managing Director & CEO or other officers of the Credit Risk Management (CRM) Division. The Board also sets credit policies to the management
for setting procedures, which together has structured the CRM framework in the bank. The Credit Policy Manual (CPM) contains the core principles
for identifying, measuring, approving, and managing credit risk in the bank. The policy covers Corporate, Retail, Small and Medium Enterprise
(SME) exposures. Policies and procedures together have structured and standardized CRM process both in obligor and portfolio level. There is a
comprehensive credit appraisal procedure that covers Industry/Business risk, management risk, financial risk, facility structure risk, security risk,
environmental risk, reputational risk, and account performance risk.

The bank follows the criteria for loan classification and provisioning requirement as stipulated in the BRPD circular no 14 dated September 23, 2012
and BRPD circular no 05 dated May 29, 2013.

Liquidity Risk

Responsibility of managing and controlling liquidity of the bank lies with Asset Liability Committee (ALCO) that meets at least once in a month. Asset
Liability Management (ALM) desk being primarily responsible for management of liquidity risk closely monitors and controls liquidity requirements on
a daily basis by appropriate coordination of funding activities. A monthly projection of fund flows is reviewed in ALCO meeting regularly. On monthly
basis, ALCO monitors liquidity management by examining key ratios, maximum cumulative outflow, upcoming funding requirement from all business
units, asset-liability mismatch etc.

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 ALCO also monitors concentration of deposits on large institutional depositors which is volatile in nature. In addition to these ratios, Bank prepares
structural liquidity profile, maturity profile of term deposit, cash flow modeling, and contingency funding plan on monthly basis, which are analyzed
in ALCO meeting to ensure liquidity at the level acceptable to the bank and regulators.

Market Risk

Risk Management Unit (RMU) is responsible for overall monitoring, control, and reporting of market risk while Treasury Mid Office is an integral
part of market risk management which independently evaluates and monitors treasury department’s transaction from risk perspective. Overall risk
parameters and exposures of the bank are monitored by RMU and yearically reported to Bank Risk Management Committee (BRMC). Market risk
can be subdivided into three categories depending on risk factors: Interest Rate Risk, Foreign Exchange Risk, and Equity Price Risk.

Interest Rate Risk

Interest rate risk is the risk to earnings or capital of the bank arising from movement of interest rates. The movement of interest rates affects bank’s
reported earnings and capital by changing:

• Net interest income

• The market value of trading accounts (and other instruments accounted for by market value), and

• Other interest sensitive income and expenses

To manage interest rate risk, ALCO regularly monitors various ratios and parameters. Bank deploys several analysis techniques (e.g. Rate Sensitive
Gap Analysis, Duration Gap Analysis) to measure interest rate risk, its impact on Net Interest Income and takes insight about course of actions.

Foreign Exchange Risk

Foreign exchange risk is the risk that a Bank’s financial performance or position will be affected by fluctuations in the exchange rates between
currencies and implied volatility on foreign exchange options. Bank makes import payment and outward remittance as its outflow, whereas it gets
foreign currency inflow as export receipts and inward remittance. Exchange rate risk arises, if, on a particular day, these inflow-outflows don’t
match and bank runs its position long/short from these customer driven activities. Bank also faces foreign exchange risk if it sources its funding in
one currency by converting fund from another currency. Currently, the Bank is facing such transaction exposure in foreign currency for its off-shore
banking unit. But these transactions exposure is always hedged.

The bank computes VaR (Value at Risk) on its foreign exchange position arising from customer driven foreign exchange transactions on daily basis.
The bank maintains various nostro accounts in order to conduct operations in different currencies. The position maintained by the bank at the end
of the day is within the stipulated limit prescribed by the Bangladesh Bank.

Operational Risk

Operational Risk Unit under Internal Control & Compliance Division (ICCD) is primarily responsible for risk identification, measurement, monitoring,
control, and reporting of operational risk. Internal Control (audit) Unit of ICCD also conducts risk-based audit at departmental and branch level
throughout the year. Besides, ‘Bank Risk Management Committee’ (BRMC) which reports to MD & CEO also plays a supervisory role.

Operational risks are analyzed through review of Departmental Control Function Check List (DCFCL). This is a self-assessment process for
detecting high risk areas and finding mitigates of those risks. These DCFCLs are then discussed in monthly meeting of BRMC.

Information and communication technology risk

The bank has a comprehensive IT security policy and procedures which are formally documented and endorsed by competent authority. To prevent
attack from cyber criminals/fraudsters IT division (hereinafter IT) has established standard physical & environmental security measures to all
sensitive areas e.g. data center, Disaster Recovery (DR) site, power rooms, server rooms etc. IT has standard logical security measures e.g. access
card, password protected Server, access log, measuring device logs, yearic testing results, etc. to all core devices i.e. server, PC etc., connecting
devices i.e. switch, router etc., security devices i.e. firewall, IDS etc., all applications i.e. core banking system, antivirus, firewall, VPN, utilities
etc., databases, networks and others. IT has standard design and practice in network connectivity, access, build-up, configuration, monitoring,
a n n u a l r e p o r t 2020

maintenance and security. IT has Business Continuity Management (BCM) to support and handle any human made or natural incident/disaster;
moreover regular backup schedule and retention avoids the risk of data loss based on the criticality of the system.

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 Internal audit

The Bank has established an independent internal audit function with the head of Internal Control & Compliance (ICC). The internal audit team
performs risk based audit on various business and operational areas of the Bank on continuous basis. The audit committee and the Board regularly
reviews the internal audit reports as well as monitor progress of previous findings. However, the Head of Audit being part of internal control &
compliance, report to audit committee of the Board and is responsible to audit committee of the Board.

Prevention of fraud

Like any other banks and financial institutions, the bank is also exposed to the inherent risk of fraud and hence implemented a number of anti-fraud
controls and procedures specifically designed to prevent and detect any material instances of fraud or irregularities. As per the requirement of
Bangladesh Bank regular reporting’s are made on self-assessment of various anti-fraud controls as well as any incident of fraud and forgeries that
have been identified by the Bank. Regular staff training and awareness programs are taken to ensure that all officers and staff of the Bank are fully
aware of various fraud risks in their work area and prepared to deal with it.

3.12 Reconciliation of books and account

All the material events after the reporting year have been considered and appropriate adjustments/ disclosures have been made in the financial
statements as per IAS 10 ‘Events after the Reporting Year’.

3.13 Related party disclosures

A party is related to the company if:

(i) directly or indirectly through one or more intermediaries, the party controls, is controlled by, or is under common control with, the company; has
an interest in the company that gives it significant influence over the company; or has joint control over the company;

(ii) the party is an associate;

(iii) the party is a joint venture;

(iv) the party is a member of the key management personnel of the Company or its parent;

(v) the party is a close member of the family of any individual referred to in (i) or (iv);

(vi) the party is an entity that is controlled, jointly controlled or significantly influenced by or for which significant voting power in such entity resides
with, directly or indirectly, any individual referred to in (iv) or (v); or

(vii) the party is a post-employment benefit plan for the benefit of employees of the company, or of any entity that is a related party of the company.

3.14 Compliance of International Financial Reporting Standards (IFRSs)

The Bank has complied the following IASs & IFRSs as adopted by the Institute of Chartered Accountants of Bangladesh (ICAB) during the preparation
of financial statements as at and for the year ended 31 December 2020.

IAS No. IAS Title Compliance Status

1 Presentation of Financial Statements Complied*
2 Inventories Not Applicable
7 Statements of cash flows Complied*
8 Accounting Policies, Changes in Accounting Estimates and Errors Complied
10 Events after the Balance Sheet Date Complied
11 Construction Contracts Not Applicable
12 Income Taxes Complied

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 IAS No. IAS Title Compliance Status
16 Property, Plant and Equipment Complied
17 Leases Complied
18 Revenue Not Applicable
19 Employee Benefits Complied
20 Accounting for Government Grants and Disclosure of Government Assistance Not Applicable
21 The Effects of Changes in Foreign Exchange Rates Complied
23 Borrowing Costs Complied
24 Related Party Disclosures Complied
26 Accounting and reporting by retirement benefit plans Complied
27 Consolidated and Separate Financial Statements Not Applicable
28 Investments in Associates Not Applicable
31 Interests in Joint Ventures Not Applicable
32 Financial Instruments: Presentation Complied*
33 Earnings Per Share Complied
34 Interim Financial Reporting Complied
36 Impairments of Assets Complied
37 Provisions, Contingent Liabilities and Contingent Assets Complied
38 Intangible Assets Complied
39 Financial Instruments: Recognition and Measurement Not Applicable
40 Investment property Not Applicable
41 Agriculture Not Applicable

IFRS No. IFRS Title Compliance Status

1 First-time adoption of International Financial Reporting Standards Not applicable
2 Share based Payment Not applicable
3 Business Combinations Not applicable
4 Insurance Contracts Not applicable
5 Non-current Assets Held for Sale and Discontinued Operations Not applicable
6 Exploration for and Evaluation of Mineral Resources Not applicable
7 Financial Instruments: Disclosures Complied*
8 Operating Segments Not applicable
10 Consolidated Financial Statements Not applicable
11 Joint Arrangements Not applicable
a n n u a l r e p o r t 2020

12 Disclosure of interests in other entities Not applicable

13 Fair Value Measurement Complied

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 IFRS No. IFRS Title Compliance Status
15 Revenue from contracts with customers Complied
16 Leases Not Complied

* Subject to departure disclosed in note no. 2.1

* In order to comply with certain specific rules and regulations of the Central Bank (Bangladesh Bank) which are different from IFRSs, some of the
requirements specified in these IASs /IFRSs are not applied.

3.15 New accounting standards not yet adopted

The Bank has consistently applied the accounting policies as set out in Note 3 to all periods presented in these financial statements. The various
amendments to standards, including any consequential amendments to other standards, with the date of initial application of 1 January 2019 have
been considered. However, these amendments have no material impact on the financial statements of the Bank.

In December 2017, ICAB vide letter 1/1/ICAB-2017 decided to adopt IFRS replacing BFRS effective for annual periods beginning on or after 1
January 2018. However, since issued BFRS have been adopted from IFRS without any major modification, such changes would not have any
material impact on these financial statements.

A number of standards and amendments to standards are effective for annual periods beginning on or after 1 January 2020 and earlier application
is permitted. However, the Bank has not early applied the following new standards in preparing these financial statements.

(a) IFRS 17 Insurance contract

IFRS 17 was issued in May 2017 and applies to annual reporting periods beginning on or after 1 January 2021. IFRS 17 establishes the principles
for the recognition, measurement, presentation and disclosure of insurance contracts within the scope of the standard. The objective of IFRS 17 is
to ensure that an entity provides relevant information that faithfully represents those contracts. The Bank has not yet assessed in potential impact
of IFRS 17 on its financial statements.

3.16 IFRS 16 Leases

IFRS 16 Leases is effective for the annual reporting periods beginning on or after 1 January 2019. IFRS 16 defines that a contract is (or contains) a
lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. IFRS 16 significantly
changes how a lessee accounts for operating leases. Under previous IAS 17, an entity would rent an office building or a branch premises for several
years with such a rental agreement being classified as operating lease would have been considered as an off balance sheet item. However, IFRS
16 does not require a lease classification test and hence all leases shall be accounted for as on balance sheet item (except some limited exception
i.e. short-term lease, leases for low value items).

Under IFRS 16, an entity shall be recognizing a right-of-use (ROU) asset (i.e. the right to use the office building, branches, service center, call center,
warehouse, etc.) and a corresponding lease liability. The asset and the liability are initially measured at the present value of unavoidable lease
payments. The depreciation of the lease asset (ROU) and the interest on the lease liability is recognized in the profit or loss account over the lease
term replacing the previous heading ‘lease rent expenses’.

As per the preliminary assessment of leases for ‘office premises’, the Bank has concluded that the potential impact of these lease items in the
Balance Sheet and Profit and Loss Account of the Bank for the year 2020 is not considered to be material. Therefore, considering the above
implementation issues the Bank has not taken IFRS 16 adjustments on the basis of overall materiality as specified in the materiality guidance in the
‘Conceptual Framework for Financial Reporting’ and in ‘International Accounting Standard 1 ‘Presentation of Financial Statements’. However, the
Bank would continue to liaison with regulators and related stakeholders and observe the market practice for uniformity and comparability, and take
necessary actions in line with regulatory guidelines and market practice.

3.17 Approval of financial statements

The financial statements were reviewed by the Audit Committee of the Board of the Bank in its 41st meeting held on 26th April, 2021 and was
subsequently approved by the Board in its 119th meeting held on 3rd June, 2021

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4 Cash

Cash in hand (including foreign currencies) (Note-4.1) 739,719,284 777,432,737

Balance with Bangladesh Bank and its agent Bank(s) (including foreign currencies)
2,400,394,244 2,393,450,870
(Note-4.2)
3,140,113,528 3,170,883,607
4.1 Cash in hand (including foreign currencies)
Local currency 698,891,811 744,246,275
Foreign currencies 40,827,473 33,186,462
739,719,284 777,432,737
4.2 Balance with Bangladesh Bank and its agent Bank(s) (including foreign currencies)

Local currency 2,360,511,959 2,362,368,800

Foreign currencies 39,882,285 31,082,070
2,400,394,244 2,393,450,870
4.a Cash Reserve Ratio (CRR)
As per section 33 of Bank Company Act, 1991 (amended upto 2018) & MPD circular no. 03 dated 09 April 2020, issued by Bangladesh bank
with effect from 15 April 2020, the Bank has maintained CRR of minimum 3.50% on daily basis and 4.0% on bi-weekly basis on weekly average
total demand and time liabilities (ATDTL) of the base month which is two months back of reporting month (i.e. CRR of December 2020 is based
on weekly average balance of October 2020). Reserve maintained by the bank as at 31 December are as follows:

Average total demand and time liabilities of October 2020 42,900,321,669 40,593,654,504

Daily basis
Required reserve (3.50%) 1,501,511,258 2,029,682,725
Actual reserve held (5.70% ) 2,443,864,862 2,301,533,596
Surplus / (deficit) 942,353,604 271,850,871
Bi-weekly basis:
The bank maintained excess cash reserve of The bank maintained excess cash reserve of Tk.2,679,987,782.32 /- (Tk. 399,726,355.92/- was
in 2019) against 4% (of ATDTL) on bi-weekly basis which is the summation of excess cash reserve maintained over required in the last fortnight
(bi-week) of 2020.
4.b Statutory Liquidity Ratio (SLR)
As per section 33 of the Bank Company Act, 1991 (amended upto 2018) & MPD circular no. 02 dated 10 December 2013 issued by Bangladesh
bank with effect from 01 February 2014, the bank has maintained SLR of minimum 13% based on weekly average total demand and time
liabilities (ATDTL) of the base month which is two months back of the reporting month (i.e. SLR of December 2020 is based on weekly average
balance of October 2020. Reserve maintained by the bank as at 31 December are as follows:

Required reserve (13% of ATDTL) 5,577,041,817 5,277,175,086

Actual reserve held (17.97% of ATDTL)) (Note-4.c) 7,631,611,390 7,608,515,169
a n n u a l r e p o r t 2020

Surplus / (deficit) 2,054,569,573 2,331,340,083

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4.c Actual reserve held

Cash in hand 739,719,284 777,432,737

Excess reserve on CRR 727,851,996 68,882,599
Balance with Sonali Bank (local Currency) 84,782,013 58,925,285
Unencumbered approved securities (HFT) 1,949,720,992 1,936,474,943
Unencumbered approved securities (HTM) 4,129,151,606 4,766,183,405
Unencumbered approved securities (other eligible) 385,500 616,200
7,631,611,390 7,608,515,169
4.d Maturity grouping of cash

On demand 3,140,113,528 3,170,883,607

In more than one month but not more than three months - -
In more than three months but not more than one year - -
In more than one year but not more than five years - -
More than 5 years - -
3,140,113,528 3,170,883,607
5 Balance with other banks and financial institutions

In Bangladesh 3,068,091,239 1,859,573,354

Outside Bangladesh 99,568,355 158,722,315
3,167,659,594 2,018,295,669
5.1 In Bangladesh

In Current Accounts with

Trust Bank Limited 8,228 21,493
Brac Bank Limited 1,902,221 1,793,264
Pubali Bank Limited - 7,965
Agrani Bank Limited, Zajira Branch 1,777,155 4,599,040
Janata Bank Limited 849,959,310 -
Eastern Bank Limited 51,758,524 48,851,591
905,405,438 55,273,354
In Mobile Banking Accounts with
bKash Limited 1,285,801
1,285,801 -
In Fixed Deposit Accounts with banks and NBFIs
With banks
Modhumoti Bank Limited - 339,600,000
Meghna Bank Limited 200,000,000 -
200,000,000 339,600,000

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With financial institutions:

International Leasing & Financial Services Limited 148,800,000 151,300,000
Prime Finance & Investment Limited 42,500,000 51,500,000
National Finance Limited 50,000,000 80,000,000
GSP Finance Company (Bangladesh) Limited 285,000,000 290,800,000
IPDC Finance Limited  650,000,000 -
Reliance Finance Limited 130,000,000 197,000,000
Lanka Bangla Finance Limited 430,000,000 350,000,000
Bangladesh Finance & Investment Co Limited 103,000,000 122,500,000
Fareast Finance & Investment Limited 122,100,000 121,600,000
Uttara Finance and Investments Limited - 100,000,000
1,961,400,000 1,464,700,000
3,068,091,239 1,859,573,354
5.2 Outside Bangladesh (NOSTRO Accounts)

Current Deposits
Habib American Bank, New York 11,870,028 37,974,646
United Bank of India 6,425,395 6,983,292
United Bank of India 3,948,012 742,992
Mizhuo Bank Limited, Japan 38,975 608,876
Mashreq Bank PSC, New York 67,775,051 87,374,069
Mashreq Bank PSC, UK - 5,540,563
Aktif Bank, Turkey 2,844,560 10,346,634
AB Bank Limited, Mumbai 4,186,150 6,680,617
National Commercial Bank 2,480,183 2,470,626
99,568,355 158,722,315
(Details are given in Annexure- B)
5.a Maturity grouping of balance with other banks and financial institutions

On demand 2,467,659,594 1,859,573,354

In more than one month but not more than three months 700,000,000 158,722,315
In more than three months but not more than one year - -
In more than one year but not more than five years - -
More than 5 years - -
3,167,659,594 2,018,295,669
6 Investments
a n n u a l r e p o r t 2020

Government (Note-6.1) 6,079,258,097 6,703,274,548

Others (Note-6.2) 1,586,126,625 1,553,495,680
7,665,384,722 8,256,770,228

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6.a Investments classified as per Bangladesh Bank Circular:

Held for trading (HFT) 1,949,720,992 1,936,474,943

Held to maturity (HTM) 4,129,151,606 4,766,183,405
Other securities 1,586,512,125 1,554,111,880
7,665,384,722 8,256,770,228
6.1 Government (Investment in govt. securities)

Treasury bills (Note-6.1.1) 733,697,874 1,911,066,705

Treasury bonds (Note-6.1.2) 5,345,174,723 4,791,591,643
Prize Bonds 385,500 616,200
6,079,258,097 6,703,274,548
6.1.1 Treasury bills
Unencumbered

14 days treasury bills - 249,288,450

91 days treasury bills - 248,574,744
182 days treasury bills 269,935,812 1,136,742,301
364 days treasury bills 463,762,062 276,461,210
733,697,874 1,911,066,705
6.1.2 Treasury bonds
Unencumbered

2 years treasury bond 698,019,810 251,979,376

5 years treasury bond 685,623,791 523,334,325
10 years treasury bond 1,148,431,911 748,109,832
15 years treasury bond 1,282,122,922 1,194,855,651
20 years treasury bond 1,530,976,290 2,073,312,459
5,345,174,723 4,791,591,643
6.1.3 (i) Disclosure regarding outstanding repo as on 31 December 2020

Counter party name Agreement Date Reversal Data Amount in Taka

Janata Bank Limited 30/12/2020 03/01/2021 1,179,904,096
Agrani Bank Limited 30/12/2020 04/01/2021 351,334,348
(ii) Disclosure regarding outstanding reverse repo as on 31 December 2020

Counter party name Agreement Date Reversal Data Amount in Taka

Lankabangla Finance Limited 30/12/2020 06/01/2021 33,867,932

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(iii) Disclosure regarding overall transaction of Repo and Reverse repo

Daily average
Minimum outstanding Maximum outstanding
Counter party name outstanding during the
during the year during the year
year
Securities sold under repo:
With Bangladesh Bank 85,000,000 2,708,410,907 382,556,780
With other Banks & Financial Institutions 148,445,400 1,531,238,444 126,656,773
Securities purchased under reverse repo:
With Bangladesh Bank - - -
With other Banks & Financial Institutions 33,465,121 1,867,339,150 131,849,795
6.b Investments classified as per Bangladesh Bank Circular:

Held for Trading (HFT)

HFT T-Bills 14 Days - 249,288,450

HFT T-Bills 91 Days - 248,574,744
HFT T-Bills 182 Days 269,935,812 1,136,742,301
HFT T-Bills 364 Days 463,762,062 276,461,210
2 Years BGTB – HFT 206,448,420 -
5 Years BGTB – HFT 286,008,282 198,886
10 Years BGTB – HFT 585,433,402 -
15 Years BGTB – HFT 138,133,014 25,209,352
20 Years BGTB – HFT - -
1,949,720,992 1,936,474,943
Held to Maturity (HTM)

HTM T-Bills 91 Days - -

HTM T-Bills 182 Days - -
HTM T-Bills 364 Days - -
2 Years BGTB – HTM 491,571,390 251,979,376
5 Years BGTB – HTM 399,615,509 523,135,440
10 Years BGTB – HTM 562,998,509 748,109,832
15 Years BGTB – HTM 1,143,989,908 1,169,646,299
20 Years BGTB – HTM 1,530,976,290 2,073,312,459
4,129,151,606 4,766,183,405
6,078,872,597 6,702,658,348
a n n u a l r e p o r t 2020

As per DOS Circular N0. 01 dated 19 January 2014, the maximum limit of holding approved Securities under Held to Maturity (HTM) is 125% of
SLR for all primary dealer banks and NRB Bank Limited has invested in Treasury bonds under HTM category as per said circular.

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6.2 Others

Corporate bonds (Note-6.2.1) 340,000,000 80,000,000

Ordinary Shares and Mutual Funds (Note-6.2.2) 898,602,382 849,010,830
Preference Share (Note-6.2.3) 277,924,243 333,484,850
Commercial Paper (Note-6.2.4) 69,600,000 291,000,000
1,586,126,625 1,553,495,680
6.2.1 Corporate bonds

Mercantile Bank Limited 40,000,000 80,000,000

United Commercial Bank Limited 300,000,000 -
340,000,000 80,000,000
6.2.2 Ordinary Shares and Mutual Funds

Quoted Shares
General Portfolio (A)
Active Fine Chemicals Limited 9,735,840 9,735,840
BRAC Bank Limited 4,950,882 2,958,155
Heidelberg Cement Bangladesh Limited 43,459,370 43,459,370
MJL Bangladesh Limited 97,181,052 97,181,052
ACI Limited 9,308,251 11,921,697
Grameenphone Limited 50,313,173 50,313,173
Premier Bank Limited 4,579,140 4,579,140
Prime Bank Limited 7,434,880 7,434,880
Olympic industries Limited 25,436,724 18,283,517
Singer Bangladesh Limited 39,358,131 34,159,688
BBS Cables Limited 14,762,927 10,737,883
Esquire Knit Composite Limited 940,050 940,050
Runner Automobiles Limited 1,156,998 540,450
Sea Pearl Beach Resort & Spa Limited 37,300 37,300
Coppertech Industries Limited 47,410 47,410
Mutual Trust Bank Limited 336,805 336,805
Ring Shine Textiles Limited 2,010,600 2,010,600
Meghna Petroleum Limited 20,194,338 12,985,348
Robi Axiata Limited 2,712,530 -
Crystal Insurance Company Limited 108,790 -
Dominage Steel Building Systems Limited 248,130 -
Square Pharmaceuticals Limited - 178,650
Aman Cotton Fibrous Limited - 313,840
Barka Power Limited - 3,218,930

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SS Steels Limited - 33,730

Genex Infosys Limited - 26,170
Newline Clothings Limited - 75,130
Silco Pharmaceuticals Limited - 72,930
IDLC Finance Limited - 11,394,848
334,313,321 322,976,587
Mutual Funds (B)
AIBL 1st Islamic Mutual Fund 86,904,179 86,991,170
Grameen One : Scheme Two Mutual Fund 129,418,186 197,362,733
Peninsula Balanced Fund 10,000,000 -
LR Global Bangladesh Mutual Fund One 66,965,638 50,093,521
MBL 1st Mutual Fund 53,153,879 53,153,879
Southeast Bank 1st Mutual Fund 30,418,658 13,373,408
Ashuganj Power Station Company Limited Bond 10,000,000 -
IBBL Mudaraba Perpetual Bond 17,188,447 17,188,447
Reliance One: The 1st Scheme of Reliance Insurance Mutual Fund  - 59,263,505
404,048,988 477,426,664
Sub-Total (A+B) 738,362,309 800,403,251
(Details are given in Annexure- C)
Special Purpose Fund Portfolio
Bank Asia Limited 9,248,460 -
Golden Harvest Agro Industries Limited 16,739,429 -
Linde Bangladesh Limited 12,548,422 -
National Polymer Industries Limited 9,232,685 -
Paramount Textile Limited 5,451,475 -
Renata Limited 7,288,285 -
Summit Power Limited 39,665,560 -
100,174,316 -
IPO Application
APSCLBOND - 10,000,000
ADN Telecom Limited - 569,070
- 10,569,070
Equity Investment
Central Counterparty Bangladesh Limited 37,500,000 37,500,000
37,500,000 37,500,000
Free fund available 22,565,758 538,509
a n n u a l r e p o r t 2020

898,602,382 849,010,830

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6.2.3 Preference Share

Union Capital Limited 8,000,000 10,000,000

Ace Alliance Power Limited 45,833,333 55,000,000
Doreen Power House & Technologies limited 70,000,000 70,000,000
Raj Lanka Power Company Limited 29,090,910 48,484,850
Summit Gazipur II Power Limited 40,000,000 50,000,000
Kushiara Power Company Limited 85,000,000 100,000,000
277,924,243 333,484,850
6.2.4 Commercial Paper

Energypac Engineering Limited - 200,000,000

Hashem Food Limited 69,600,000 91,000,000
69,600,000 291,000,000
6.b Remaining maturity grouping of investments

On demand 110,579,990 448,636,778

In more than one month but not more than three months 582,947,549 322,226,416
In more than three months but not more than one year 1,686,923,554 2,338,898,076
In more than one year but not more than five years 1,382,212,893 1,576,065,414
In more than five years 3,902,720,736 3,570,943,544
7,665,384,722 8,256,770,228
7 Loans and advances

Loans, cash credit, overdrafts etc. (Note-7.1) 38,792,949,133 38,813,955,679

Bills purchased and discounted (Note-7.2) 55,621,257 118,362,299
38,848,570,390 38,932,317,978
7.1 Loans, cash credits, overdrafts etc.

Inside Bangladesh
Loans - General 29,659,062,265 29,502,086,850
Cash credit - -
Overdraft 8,859,874,903 8,956,086,336
Staff Loan 274,011,965 355,782,493
38,792,949,133 38,813,955,679
Outside Bangladesh - -
38,792,949,133 38,813,955,679

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7.2 Bills purchased and discounted

Inside Bangladesh
Local bills /documents 41,911,590 113,398,018
Foreign bills /documents 13,709,667 4,964,281
55,621,257 118,362,299
7.2 a Residual maturity grouping of Bills purchased & discounted
On demand 25,139,012 52,001,252
In more than one month but not more than three months 13,141,363 46,444,770
In more than three months but not more than one year 3,631,215 19,916,276
In more than one year but not more than five years - -
In more than five years - -
41,911,590 118,362,299
7.2.b Residual maturity grouping of loans and advances including Bills Purchased & Discounted

On demand 10,980,436,339 6,830,268,197

In more than one month but not more than three months 2,731,148,893 5,238,272,131
In more than three months but not more than one year 9,441,179,878 11,781,825,420
In more than one year but not more than five years 11,464,814,091 11,669,740,681
In more than five years 4,230,991,189 3,412,211,548
38,848,570,390 38,932,317,978
7.3 Loans and advances on the basis of significant concentration
7.3.1 Loans and advances to Directors, executives and others

Advance to Directors and their allied concerns - -

Advances to CEO & Managing Director - 22,855,091
Advances to Other executives and staffs 274,011,965 332,927,402
Advances to Customers 22,752,855,070 14,382,014,869
Industrial loans and advances 15,821,703,355 24,194,520,616
38,848,570,390 38,932,317,978
7.3.2 Details of Large loan
Number of clients with amount of outstanding and classified loans and advances exceeding 10% of total capital of the Bank. Total capital of the
Bank was Taka 6,013.17 million as at 31 December 2020.
Number of the clients 36 41
Amount of outstanding loans and advances 14,528,855,098 14,779,265,184
Amount of classified loans and advances - -
14,528,855,098 14,779,265,184
a n n u a l r e p o r t 2020

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7.3.3 Industry-wise concentration of loans and advances

Agriculture 481,157,447 366,193,181

Food & allied industries 1,338,990,102 1,425,975,052
Tobacco - -
Readymade garments 2,006,095,214 1,728,599,628
Textiles 2,232,790,160 2,884,571,281
Ship breaking & ship building 813,632,347 811,692,837
Basic metal & steel engineering 858,075,130 1,209,610,191
Non-metallic mineral products 837,689,134 386,285,833
Pharmaceuticals industry 179,267,292 410,386,222
Chemical & chemical products 48,275,699 52,059,226
Rubber & plastic industries 720,659,342 930,935,122
Leather & leather products 645,078,995 500,999,090
Wood, furniture & fixtures 212,376,508 247,671,234
Paper & paper products 177,870,155 183,750,598
Electronic goods & machineries 1,965,906,644 1,863,257,734
Power & gas 1,192,318,080 869,979,407
Other manufacturing industries 2,592,678,553 2,422,407,973
Construction & commercial real estate 6,238,515,403 5,971,350,695
Transport & communication 119,975,227 94,573,854
IT & telecommunication 948,106,001 957,324,888
Medical services 14,888,032 15,076,224
Hotel & restaurant services 408,986 3,968,209
Printing & publishing industries 44,262,005 74,984,797
Other service industries 1,128,133,241 1,149,060,520
NBFIs 567,541,404 530,832,852
Trade & commerce 6,137,527,439 6,455,141,630
Consumer credit 3,202,652,826 3,612,776,789
Credit card 1,923,310,921 1,690,257,979
Staff loan 274,011,965 355,782,493
Others 1,946,376,139 1,726,812,439
38,848,570,390 38,932,317,978
7.3.4 Sector - wise concentration of loans and advances

Government sector - -
Public sector - -
Private sector 38,848,570,390 38,932,317,978
38,848,570,390 38,932,317,978

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7.3.5 Business segment - wise concentration of loans and advances

Corporate 21,269,540,616 21,680,914,417

SME 13,437,278,281 13,094,515,397
Consumer 3,867,739,527 3,801,105,670
Executives and staff 274,011,965 355,782,493
38,848,570,390 38,932,317,978
7.3.6 Geographical location-wise concentration of loans and advances

Inside Bangladesh
Dhaka Division 28,092,312,325 27,321,304,674
Chittagong Division 6,492,682,502 6,663,159,313
Sylhet Division 1,223,515,997 1,256,512,885
Rajshahi Division 1,041,391,232 906,694,394
Khulna Division 1,459,355,371 1,651,946,936
Barisal Division - -
Rangpur Division - 13,388,600
Mymensingh Division 539,312,963 1,119,311,176
38,848,570,390 38,932,317,978
Outside Bangladesh - -
38,848,570,390 38,932,317,978
7.3.7 Security/Collateral-wise concentration of loans and advances

Collateral of movable/immovable assets 23,030,598,230 21,529,164,585

Fixed deposit receipts 3,077,501,997 8,006,468,885
FDR of other banks 271,497,159 260,435,289
Personal guarantee 10,565,885,995 7,010,658,042
Other securities 1,903,087,009 2,125,591,177
38,848,570,390 38,932,317,978
7.3.8 Classified and unclassified bad loans & advances

Unclassified
Standard (Including Staff Loan) 37,136,010,530 36,383,680,217
Special Mention Accounts (SMA) 269,534,952 937,608,490
37,405,545,482 37,321,288,707
Classified
Sub-standard 313,817,620 361,103,854
Doubtful 103,064,641 21,549,640
Bad/Loss 1,026,142,646 1,228,375,777
a n n u a l r e p o r t 2020

1,443,024,908 1,611,029,271
38,848,570,390 38,932,317,978

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7.3.9 Particulars of required provision for loans and advances

General Provision on unclassified loans and advances

Loans (excluding SMA) 305,797,251 338,753,886

Special mansion account (SMA) 2,258,398 9,296,932
Special general provision (COVID-19) 133,699,364 -
Required provision on unclassified loans and advances 441,755,014 348,050,818
Total provision maintained for unclassified loans and advances 441,755,014 348,050,818
Excess/(shortage) of provision - -

Specific provision on classified loans and advances

Sub-standard 24,894,948 43,749,022
Doubtful 20,975,220 8,398,922
Bad/Loss 774,669,819 935,223,543
Required provision on classified loans and advances 820,539,986 987,371,488
Total provision maintained for classified loans and advances 820,539,986 1,109,513,256
Excess/(shortage) of provision - 122,141,768

Total Required provision for loans and advances 1,262,295,000 1,335,422,307

Total provision maintained for loans and advances 1,262,295,000 1,457,564,075
Total Excess/(shortage) of provision - 122,141,768
7.3.10 Particulars of loans and advances

i) Loans considered good in respect of which the bank is fully secured 2,187,956,305 2,617,204,155
ii) Loans considered good against which the bank holds no security other than 10,859,204,125 1,603,817,999
the debtors' personal guarantee
iii) "Loans considered good secured by the personal undertakings of one or 1,195,968,025 1,297,397,837
more parties in addition to the personal guarantee of the debtor"
iv) Loans adversely classified; provision not maintained there against - -
14,243,128,454 5,518,419,990
v) Loans due by directors or officers of the bank or any of them either 274,011,965 355,782,493
separately or jointly with any other persons
vi) Loans due from companies or firms in which the directors or officers of the - -
bank have interest as directors, partners or managing agents or in case of
private companies, as members
vii) Maximum total amount of advances, including temporary advances made at 337,278,006 363,401,525
any time during the year to directors or managers or officers of the bank or
any of them either separately or jointly with any other person.

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viii) Maximum total amount of advances including temporary advances granted - 28,287,087
during the year to the companies or firms in which the directors of the bank
are interested as directors, partners or managing agents or in the case of
private companies, as members.
ix) Due from banking companies - -
x) "Amount of classified loans on which interest has not
been charged mentioned as follows:"
a. (Decrease)/increase of provision (specific) (282,695,493) 787,358,040
Amount of loan written off - -
Amount realized against the loans previously written off
b. Provision kept against loans classified as bad debts 774,669,819 1,057,365,311
c. Interest credited to interest suspense account 341,760,721 186,423,673
xi) Cumulative amount of written off loans
Opening Balance - -
Amount written off during the year - -
Closing Balance
The amount of written off loans for which law suit has been filed - -

8 Fixed assets including premises, furniture and fixtures

Cost:

Computer and Network Equipment 175,544,556 166,201,856

Furniture and fixtures 384,500,794 366,309,649
Vehicle 52,358,282 62,127,511
Machinery and Equipment 185,172,505 173,540,589
Mobile Phone 2,314,322 2,088,159
Software 180,285,856 177,990,856
Patents - -
980,176,316 948,258,621
Less: Accumulated depreciation 595,237,568 499,341,553
Written down value at the end of the year 384,938,747 448,917,068
(Details are given in Annexure- A)
9 Other assets

Income generating
a n n u a l r e p o r t 2020

Income receivable (Note-9.1) 139,327,086 103,014,445

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Non-income generating
Stationery, stamps, printing materials, etc. 1,613,825 1,166,910
Prepaid expenses 5,453,844 10,889,785
Advance rent 147,832,462 173,501,875
Security deposits with other entities 2,165,212 965,212
Advance income tax 907,288,139 564,345,083
Deferred Tax Assets (net of liabilities) 330,865,325 413,672,651
Advances to vendors 3,311,124 10,517,948
Advances to staff for expenses 1,140,464 1,724,518
Dividend Receivable 17,922,576 17,987,226
Q-Cash and ATM receivable 3,477,163 2,777,663
Receivable against Sanchaypatra & Bond Encashment 57,711,063 249,418,633
Sundry receivables 3,210,457 487,858
1,621,318,738 1,550,469,807
9.1 Income receivable:

Interest receivables on Placements 36,339,675 16,013,786

Interest receivables on Government Securities 93,756,240 81,193,380
Interest receivables on Non-government Securities 6,165,333 5,629,795
Interest receivables on Loans & Advances - -
Interest Receivables on Other Bank Balance 3,065,837 177,484
139,327,086 103,014,445
9.2 Advance income tax

Opening balance 564,345,083 355,575,880

Add: Addition during the year 342,943,056 208,769,203
907,288,139 564,345,083
Less: Adjustment against provision - -
Closing balance 907,288,139 564,345,083
10 Borrowings from other banks, financial institutions and agents

Inside Bangladesh (Note-10.a) 3,642,983,144 3,733,884,914

Outside Bangladesh - -
3,642,983,144 3,733,884,914

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10.a In Bangladesh

Demand Borrowing

Janata Bank Limited - 150,000,000

Sonali Bank Limited 100,000,000 500,000,000
Uttara Bank Limited - 450,000,000
UCBL - 354,900,000
Eastern Bank Limited - 169,800,000
Bank Asia Limited - 300,000,000
Meghna Bank Limited - 150,000,000
Bangladesh Bank 41,128,163 186,443,372
141,128,163 2,261,143,372
Term Borrowing

Agrani Bank Limited 500,000,000 -

Bank asia Limited 300,000,000 -
Uttara Bank Limited 800,000,000 500,000,000
Mutual Trust Bank Limited 200,000,000 -
Rupali Bank Limited 600,000,000 -
Eastern Bank Limited - 200,000,000
SME Foundation - 1,965,000
Bangladesh Bank 1,101,854,981 770,776,542
3,501,854,981 1,472,741,542
3,642,983,144 3,733,884,914
10.b Residual maturity grouping of borrowings from other banks, financial institutions and agents

On demand 1,441,128,163 2,961,143,372

In more than one month but not more than three months 1,308,931,161 368,294,392
In more than three months but not more than one year 817,297,890 235,343,016
In more than one year but not more than five years 75,625,930 92,165,359
In more than five years - 76,938,775
3,642,983,144 3,733,884,914
11 Deposits and other accounts

Current deposits and other accounts, etc. (Note-11.1) 9,887,349,818 8,835,535,861

Bills payable (Note-11.2) 316,811,897 200,730,379
a n n u a l r e p o r t 2020

Savings bank deposits (Note-11.3) 3,831,217,604 3,315,135,398

Fixed deposits (Note-11.4) 27,795,604,119 29,458,451,378

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Bearer certificates of deposit - -

Other Deposits - -
41,830,983,438 41,809,853,016
11.1 Current deposits and other accounts, etc.

Current accounts 9,060,135,970 7,890,441,940

Foreign currency deposits 171,198,864 152,744,997
Deposit margin on facilities 656,014,984 792,348,924
9,887,349,818 8,835,535,861
11.2 Bills payable

Local currency 316,811,897 200,730,379

Foreign currencies - -
316,811,897 200,730,379
11.3 Savings bank deposits

NRB savers 1,530,252,724 1,245,322,147

NRB power savers 985,189,458 1,060,553,923
NRB staff 25,060,710 42,377,913
NRB my savings 414,853,550 309,905,091
NRB my study 9,003,943 8,011,860
NRB my salary 115,794,127 84,439,561
NRB my early 30,241,971 24,614,477
NRB pearl 526,647,214 464,024,694
NRB amar shopno 2,105,221 1,198,377
NRB isavings 756 756
Bondhu Shasroy Account 146,453,597 59,058,076
Bondhu Sonchita Account 44,306,090 15,061,186
Bondhu Student Account 1,308,244 567,337
3,831,217,604 3,315,135,398
11.4 Fixed deposits

Fixed deposits 23,300,319,411 26,021,420,382

Short term deposits 4,495,284,708 3,437,030,997
27,795,604,119 29,458,451,378
11.5 Sector-wise break-up of deposits and other accounts

Government 1,048,447,163 812,388,403

Other public sector 7,243,282,030 11,178,743,253

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Private sector 33,539,254,245 29,818,721,360

41,830,983,438 41,809,853,016
11.6 Maturity-wise grouping of deposits and other accounts

Other than inter-bank deposits 41,626,062,132 41,805,651,417

Inter-bank deposits 204,921,306 4,201,599
41,830,983,438 41,809,853,016
11.6.1 Details of inter-bank deposits

In Current Deposit Account

Trust Bank Limited 2,478,042 317,290
Southeast Bank Limited 235,611 -
Jamuna Bank Limited 468,674 183,971
Premier Bank Limited 510,974 672,918
Mercantile Bank Limited 1,228,005 3,027,420
4,921,306 4,201,599
In Fixed Deposit Account
NCC Bank Limited 200,000,000 -
200,000,000 -
204,921,306 4,201,599
11.7 Maturity-wise grouping of deposits and other accounts

On demand 4,766,798,642 5,985,554,032

In more than one month but not more than three months 6,449,822,756 9,570,629,762
In more than three months but not more than one year 24,386,199,436 21,271,164,731
In more than one year but not more than five years 3,344,934,303 2,348,873,977
In more than five years 2,883,228,301 2,633,630,514
41,830,983,438 41,809,853,016
12 Other liabilities

Privileged creditors (Note-12.1) 131,273,997 106,250,350

Interest payable 532,551,343 806,821,571
Interest suspense account (Note-12.2) 341,760,721 186,423,673
Provision for loans and advances (Note-12.3) 1,262,295,000 1,457,564,075
Provision for off-balance sheet exposures (Note-12.4) 102,571,227 136,274,389
Provision for diminution of quoted shares (Note-12.5) 73,545,791 139,504,988
Provision for other assets 127,088,955 439,000
a n n u a l r e p o r t 2020

Provision for expenses 18,824,638 47,552,999

Provision for current tax (Note-12.6) 1,202,242,642 1,007,047,150

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Provision for start-up fund 9,497,270 -

Q-Cash & ATM payable 24,321,279 23,842,826
Security deposits held 5,305,905 8,466,650
Sanchayapatra payable 15,350,000 2,400,000
Payable against BEFTN 1,181,806 3,251,779
Advance Lease Rental Payable 40,558,134 18,322,584
Deposit Awaiting Disposal (DAD) 47,795,957 55,034,598
Suspense Account - Trade 32,029,700 25,279,185
Interest Subsidy-COVID-19 57,759,000 -
Miscellaneous payable 59,798,997 27,060,517
4,085,752,364 4,051,536,334
12.1 Privileged creditors
Three major categories of government dues are reported. Tax deduction at source, VAT and Excise duty payable to govt. exchequer.

Tax deduction at source 45,843,656 55,394,817

VAT deduction at source 10,888,414 10,023,630
Excise duty 74,541,927 40,831,904
131,273,997 106,250,350
12.2 Interest suspense account

Opening balance 186,423,673 141,902,993

Add: Amount transferred to "Interest Suspense" A/c during the year 162,471,773 91,820,591
348,895,446 233,723,584
Less: Amount recovered from "Interest Suspense" A/c during the year 7,134,725 47,299,911
341,760,721 186,423,673
12.3 Provision for loans and advances

A. General
Balance at the beginning of the year 348,050,818 272,963,747
Add: Provision made/(released) during the year
On general loans and advances (32,712,426) 82,498,913
On Special Mention Account (SMA) (7,038,534) (7,411,842)
Special general provision (COVID-19) 133,699,364 -
93,948,404 75,087,071
Less : Provision reversed due to loan settlement (244,209) -
93,704,196 75,087,071
Balance at the end of the year 441,755,014 348,050,818
B. Specific

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Balance at the beginning of the year 1,109,513,256 295,436,329

Add: Provision made/(released) during the year (129,777,502) 814,076,927
979,735,754 1,109,513,256
Less : Provision reversed due to loan settlement (159,195,768) -
Balance at the end of the year 820,539,986 1,109,513,256
C. Total provision on loans and advances (A+B) 1,262,295,000 1,457,564,075
12.4 Provision on off-balance sheet exposures

Opening balance 136,274,389 107,672,527

Add: Provision made during the year (33,703,162) 28,601,862
102,571,227 136,274,389
12.5 Provision for diminution of quoted shares

Opening balance 139,504,988 38,650,420

Add: Provision made during the year (65,959,197) 100,854,567
73,545,791 139,504,988
12.6 Provision for current tax

Opening balance 1,007,047,150 667,001,719

Add: Provision made during the year 195,195,492 340,045,431
1,202,242,642 1,007,047,150
12.a Nostro Reconciliation

As Per Our Book As per Their Book

Debit (USD) Credit (USD) Debit (USD) Credit (USD)

Up to three months 157,723 183,997 1,752,987 1,334,351

More than three months but less than six months - - - 11,483
More than six months but less than nine months - - - 35
More than nine months but less than twelve months - - - 4,301
More than twelve months - - - -
157,723 183,997 1,752,987 1,350,170
The Bank is not required to make provision regarding the unreconciled debit balance as at balance sheet date since there was no debit entry
aging more than three months.
13 Share capital
13.1 Authorized capital
a n n u a l r e p o r t 2020

1,000,000,000 ordinary shares of Taka 10 each 10,000,000,000 10,000,000,000

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13.2 Issued, subscribed and fully paid up capital

466,560,000 ordinary shares of Taka 10 each issued for cash 4,665,600,000 4,665,600,000
13.3 Percentage of shareholdings

2020 2019
Particulars
Value of Share % of Holding Value of Share % of Holding
Shareholders' Group
Directors 2,307,314,470 49.45 2,231,236,800 47.82
Sponsor Shareholders 1,380,446,000 29.59 1,510,382,000 32.37
General Shareholders 977,839,530 20.96 923,981,200 19.80
Total 4,665,600,000 100.00 4,665,600,000 100.00
13.4 Name of the Directors and their shareholdings as at 31 December

2020 2019
Designation
SL Name of the directors % of Number of % of Number of
Shareholding Shares Shareholding Shares

1 Mr. Mohammed Mahtabur Rahman Chairman 3.46% 16,160,000 5.00% 23,328,000

2 Mr. Tateyama Kabir Vice Chairman 3.13% 14,580,000 3.13% 14,580,000
3 Mr. Mohammed Jamil Iqbal Vice Chairman 4.63% 21,578,400 4.63% 21,578,400
4 Mr. Khandakar R. Amin Director 2.00% 9,331,200 2.00% 9,331,200
5 Mr. Imtiaz Ahmed Director 0.50% 2,332,800 0.50% 2,332,800
6 Mr. Ali Ahmed Director 1.38% 6,415,200 1.38% 6,415,200
7 Mr. Mohammed Jahed Iqbal Director 2.63% 12,247,200 2.63% 12,247,200
8 Mr. Iqbal Ahmed OBE DBA Director 4.63% 21,600,000 5.00% 23,328,000
9 Mr. Abdul Karim Director 5.00% 23,328,000 5.00% 23,328,000
10 Mr. Mohammed Idrish Farazy Director 0.58% 2,700,000 0.58% 2,700,000
11 Dr. Nesar Ahmed Choudhury Director 0.63% 2,916,000 0.63% 2,916,000
12 Mr. Nafih Rashid Khan Director 4.63% 21,578,400 4.63% 21,578,400
13 Mr. Naveed Rashid Khan Director 5.00% 23,328,000 5.00% 23,328,000
14 Mr. M Badiuzzaman Director 4.49% 20,969,280 4.49% 20,969,280
15 Mr. Humayen Kabir Khan Director 1.48% 6,925,500 0.50% 2,332,800
16 Mr. Mohammed Giash Uddin* Director 0.50% 2,332,800 - -
17 Mr. Mohammed Ehsanur Rahman* Director 4.80% 22,408,667 - -
Independent
18 Mr. Md. Abdul Jalil Chowdhury - - - -
Director
Independent
19 Mr. Md. Motior Rahman - - - -
Director
20 Mr. Kamal Ahmed** - - - 2.50% 11,664,000

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21 Mr. Mohammed Rafique Miah** - - - 0.25% 1,166,400

49.45% 230,731,447 47.82% 223,123,680
* Newly appointed Director during 2020
** No longer Director as on 31 December 2020
13.5 Capital to Risk Weighted Assets Ratio (CRAR)
The calculation of CRAR under Basel III has been made as per “Guidelines on Risk Based Capital Adequacy (Revised Regulatory Capital
Framework for banks in line with Basel III)” issued by Bangladesh Bank vide its BRPD Circular no. 18 dated 21 December 2014.
Tier- I Capital:
A) Total Common Equity Tier 1 Capital
Paid up capital 4,665,600,000 4,665,600,000
Statutory reserve 660,507,569 470,693,317
Retained earnings 470,952,006 (10,302,183)
5,797,059,575 5,125,991,134
Less: Regulatory adjustments 328,215,994 413,672,651
A) Total Common Equity Tier 1 Capital 5,468,843,581 4,712,318,483
B) Additional Tier 1 Capital:
Add: Additional Tier 1 Capital - -
Less: Regulatory adjustments - -
C)Total Tier-1 Capital 5,468,843,581 4,712,318,483
Tier 2 Capital (Gone -Concern Capital)
Subordinated Bond - -
General provision maintained against unclassified loan 441,755,014 348,050,818
General provision on off-balance sheet items 102,571,227 136,274,389
Asset revaluation reserve - -
Revaluation reserve of Government securities - 12,331,383
544,326,241 496,656,590
Less: Regulatory adjustments - 12,331,383
D) Total Tier 2 Capital 544,326,241 484,325,207
E) Total eligible capital (C+D) 6,013,169,821 5,196,643,690
F) Total risk weighted assets (RWA)
Credit risk
Balance Sheet Business 28,770,427,615 28,410,497,620
Off- Balance Sheet Business 3,047,181,446 5,154,217,688
31,817,609,061 33,564,715,308
Market Risk 1,853,015,303 1,978,702,710
Operational Risk 3,740,140,679 3,469,398,622
37,410,765,042 39,012,816,641
a n n u a l r e p o r t 2020

G) Required capital 4,000,000,000 4,000,000,000

H) Capital surplus 2,013,169,821 1,196,643,690

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Capital to Risk-Weighted Assets Ratio/Capital adequacy ratio:

Common Equity Tier- 1 / core capital to RWA against minimum requirement 4.5% 14.62% 12.08%
Tier- 1 / core capital to RWA minimum requirement 6% 14.62% 12.08%
Capital to Risk Weighted Assets against minimum requirement 10% 16.07% 13.32%
14 Statutory reserve

Opening balance 470,693,317 470,693,317

Add: Addition during the year ( 20% of pre-tax profit) 189,814,252 -
660,507,569 470,693,317
15 Other reserve

General Reserve - -
Investment revaluation reserve (Note-15.1) 6,707,198 1,708,959
6,707,198 1,708,959
15.1 Revaluation reserve
Held to maturity (HTM) (Note 15.1.1) 796,959 1,078,288
Held for trading (HFT) (Note 15.1.2) 5,910,239 630,671
6,707,198 1,708,959
15.1.1 Reserve for amortization of treasury securities (HTM)

Opening balance 1,078,288 -

Add: Addition during the year 132,668 1,078,288
1,210,956 1,078,288
Less: Adjustment made during the year 413,997 -
796,959 1,078,288
15.1.2 Reserve for revaluation of treasury securities (HFT)

Opening balance 630,671 44,219

Add: Addition during the year 255,750,861 2,395,778
256,381,532 2,439,997
Less: Adjustment made during the year 250,471,293 1,809,326
5,910,239 630,671
16 Retained earnings

Opening balance (10,302,183) 460,654,030

Add: Net profit for the year 671,068,441 (125,356,213)
660,766,258 335,297,817
Less: Transfer to statutory reserve 189,814,252 -
Less: Bonus Share issued - 345,600,000
470,952,006 (10,302,183)

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Taka Taka

17 Contingent liabilities

Acceptances and Endorsements (Note-17.1) 1,565,237,575 2,604,112,785

Letters of Guarantee (Note-17.2) 7,366,294,585 8,840,474,904
Irrevocable letters of credit (Note-17.3) 1,325,590,543 2,182,851,200
Bills for Collection (Note-17.4) 623,740,867 789,877,166
Other contingent liabilities
10,880,863,570 14,417,316,055
17.1 Acceptances and Endorsements

Acceptances (ULC Cash) 897,347,818 1,609,028,680

Acceptances BTB Usance Local 561,693,470 831,396,315
Import Bills (Sight Contract) - 10,319,629
Shipping Guarantee 106,196,287 153,368,161
1,565,237,575 2,604,112,785
17.2 Letters of Guarantee

Directors - -
Government - -
Banks and Other Financial Institution - -
Others (Customers etc.) 7,366,294,585 8,840,474,904
7,366,294,585 8,840,474,904
17.3 Irrevocable letters of credit

Letter of Credit Cash Sight 458,945,408 1,191,693,637

Letter of Credit Cash Usance 406,334,283 618,858,440
Letter of Credit Back to Back Sight 37,064,752 67,917,137
Letter of Credit Back to Back Usance 423,246,100 304,381,987
1,325,590,543 2,182,851,200
17.4 Bills for Collection

Foreign Documentary Bills Collection 289,712,462 764,949,461

Local Documentary Bills Collection 334,028,405 24,927,705
623,740,867 789,877,166
18 Income statement

Income:
Interest, discount and similar income (Note-18.1) 4,612,648,706 4,955,436,991
a n n u a l r e p o r t 2020

Dividend income 55,761,525 71,903,900

Fees, commission and brokerage (Note-18.2) 317,521,093 333,118,782

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Gains less losses arising from dealing in securities 365,272,014 4,348,103

Gains less losses arising from investment securities 26,297,538 18,763,078
Gains less losses arising from dealing in foreign currencies 70,565,537 112,699,135
Income from non-banking assets - -
Other operating income (Note-23) 61,478,441 20,858,079
Profit less losses on interest rate changes - -
5,509,544,854 5,517,128,068
Expenses:
Interest paid on deposits and borrowings, etc. (Note-20) 3,070,333,638 3,088,835,347
Losses on loans and advances - -
Administrative expenses (Note-18.3) 1,163,260,143 1,160,104,291
Other expenses (Note-33) 217,380,687 229,195,654
Depreciation on banks assets (Note-32) 108,843,358 113,880,796
4,559,817,826 4,592,016,088
949,727,028 925,111,979
18.1 Interest, discount and similar income

Interest income (Note-19) 4,065,018,938 4,603,332,997

Interest on treasury bills & bonds 547,629,768 352,103,994
4,612,648,706 4,955,436,991

18.2 Fees, commission and brokerage

Commission 317,521,093 333,118,782

Brokerage - -
317,521,093 333,118,782
18.3 Administrative expenses

Salaries and allowances (Note-24) 739,815,945 710,291,621

Rent, taxes, insurance, electricity, etc. (Note-25) 312,600,607 316,448,163
Legal and professional expenses (Note-26) 5,558,070 4,137,894
Postage, stamp, telecommunication, etc. (Note-27) 33,130,666 34,885,572
Stationery, printing, advertisement, etc. (Note-28) 19,632,693 30,935,848
Managing Director's salary and fees (Note-29) 13,600,000 16,738,000
Directors' fees & others expenses (Note-30) 742,421 5,148,511
Auditors' fees (Note-31) 400,000 400,000
Repair of Bank's assets (Note-32) 37,779,742 41,118,682
1,163,260,143 1,160,104,291

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Taka Taka

19 Interest income

Interest on advances 3,878,946,570 4,349,870,861

Interest on money at call and short notice 23,589,862 24,640,999
Interest on balance with other banks 4,532,885 2,296,055
Interest on placement with other banks and Financial Institutions 157,949,621 226,525,082
4,065,018,938 4,603,332,997
20 Interest paid on deposits and borrowings etc.

Interest on deposits 2,915,433,172 2,907,947,642

Interest on borrowings 154,900,466 180,887,705
3,070,333,638 3,088,835,347
21 Investment income

Interest on Treasury Bill 64,681,064 51,641,815

Interest on Treasury Bond 529,429,572 376,965,863
Interest on bonds-Corporate 13,258,667 11,981,667
Interest on Commercial Paper 37,686,247 43,655,947
Capital Gain from trading in Govt. Securities 365,272,014 4,348,103
Trading loss on Govt. Securities (97,425,782) (132,141,297)
Capital Gain from sale of quoted Securities 26,297,538 18,763,078
Dividend on shares 55,761,525 71,903,900
994,960,846 447,119,076
22 Commission, exchange and brokerage

Fees, commission and charges (Note-22.1) 317,521,093 333,118,782

Exchange gain (net off exchange loss) 70,565,537 112,699,135
Brokerage - -
388,086,630 445,817,916
22.1 Fees, commission and charges

Loan processing fees 4,655,391 8,758,541

Service charges (Periodic and adhoc) 59,010,763 57,917,567
Early settlement fees 4,178,812 2,794,502
Cards fees and charges (net of cards direct expenses) (Note-22.1.a) 120,923,727 105,457,620
Commission on general banking (PO, FDD, Remittance etc.) 6,824,259 3,688,768
Commission on trade business (LC, LG, Acceptance) 121,928,141 154,501,783
317,521,093 333,118,782
a n n u a l r e p o r t 2020

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Taka Taka

22.1.a Cards fees and charges (net of cards direct expenses)

Cards fees and charges

Fees and charges (Debit, prepaid cards etc.) 14,309,411 10,190,079

Fees and charges (Credit cards)
Annual fees 15,593,500 13,141,850
Late payment and overlimit fees 16,299,096 15,145,957
Cash advance fees 7,934,071 7,395,911
Interchange reimbursement fees 22,269,583 19,293,347
Risk assurance premium 31,221,857 27,016,238
Card cheque fees 26,530,306 31,192,716
Visa Markup Fees and EMI Commission 7,188,705 10,875,637
Replacement fees and others 1,196,805 1,130,094
128,233,923 125,191,750
142,543,334 135,381,829
Cards direct exp.
Membership Fee 2,121,250 1,690,000
VISA network charges 14,301,715 20,299,403
Other Charges 5,196,641 7,934,807
21,619,606 29,924,210
Total Cards fees and charges (net of cards direct expenses) 120,923,727 105,457,620
23 Other operating income

Rebate on nostro account 7,155,878 5,473,439

Swift charge recovered 4,518,000 5,199,198
Postage/telex charge recovered 1,489,497 1,220,257
Gain from sale of fixed assets 4,572,226 -
Other Income - PF Forfeiture 14,981,382 -
Non operating income 28,761,458 8,965,185
61,478,441 20,858,079
24 Salaries and allowances

Basic salary 323,319,012 310,181,680

Allowances 315,831,654 305,063,423
Performance bonus - -
Festival bonus 54,099,715 52,334,881
Bank's Contribution to provident fund 27,137,948 26,611,637
Contribution to gratuity fund 19,427,616 16,100,000
739,815,945 710,291,621

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25 Rent, taxes, insurance, electricity etc.

Rent, rate and taxes 247,309,392 251,316,479

Insurance premium 29,291,199 25,520,312
Utilities 36,000,016 39,611,372
312,600,607 316,448,163
26 Legal expenses and professional expenses

Legal expenses 3,136,353 532,116

Other professional expenses 2,421,717 3,605,778
5,558,070 4,137,894
27 Postage, stamps, telecommunication etc.

Postage & Courier charges 2,865,038 3,093,339

Telephone 3,903,871 3,734,363
Swift and Bloomberg charges 10,063,442 11,901,479
Network link, internet, DC and DR 16,298,315 16,156,391
33,130,666 34,885,572
28 Stationery, printing, advertisements etc.

Printing and stationery 8,645,144 12,671,920

Publicity and advertisement 9,139,372 14,330,011
Promotional Expense 1,848,177 3,933,917
19,632,693 30,935,848
29 Managing Director’s salary and allowances

Basic salary 9,500,000 10,350,000

Allowances 1,250,000 3,600,000
Performance bonus - -
Festival bonus 1,900,000 1,753,000
Bank's Contribution to provident fund 950,000 1,035,000
13,600,000 16,738,000
30 Directors’ fees and other expenses

Meeting attendance fees 304,000 3,208,644

Other expenses 438,421 1,939,867
742,421 5,148,511
31 Auditors’ fees
a n n u a l r e p o r t 2020

Statutory audit fees 400,000 400,000

400,000 400,000

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Taka Taka

32 Depreciation and repair of bank’s assets

Depreciation: ( Annexure 'A')

Furniture and fixtures 38,658,904 35,470,872
Machinery and equipment 23,204,948 26,872,486
Computer and network equipment 18,302,300 22,574,413
Mobile Phone 500,407 638,497
Vehicles 6,088,783 6,366,052
Software 22,088,016 21,958,476
108,843,358 113,880,796
Repair of bank's assets
Rented premises 2,486,132 4,304,498
Machinery and equipment 5,462,865 6,569,461
Computer and accessories 326,223 539,670
Software maintenance 29,504,522 29,705,053
37,779,742 41,118,682
146,623,100 154,999,478
33 Other expenses

Car expenses 64,487,540 64,218,896

Security Guard and Support Staff 32,534,349 41,819,311
Books, periodicals and publications 910,533 1,279,511
Donation and subscription 42,627,025 16,661,423
Staff recruitment and training expenses 608,682 2,833,662
Travelling expenses 3,137,744 5,965,127
Directors' travel and accommodation expenses 935,738 19,054,444
Entertainment 4,296,955 8,421,226
Business development expenses 4,780,492 10,982,957
Bank and other regulatory charges 1,425,266 1,809,133
Cash carrying expense 7,438,700 7,686,911
AGM expenses - 963,093
Contract point verification expenses 2,747,876 4,783,013
Sales and collection commission 34,452,508 23,773,340
Miscellaneous expenses 16,997,279 18,943,606
217,380,687 229,195,654
34 Provision for loans, investments & off-balance sheet items

Provision for start-up fund 9,497,270 -

Provision for bad and doubtful loans and advances (129,777,502) 814,076,927
Provision for unclassified loans and advances 93,948,404 75,087,071
Provision for off-balance sheet items (33,703,162) 28,601,862
Provision for diminution in value of investments (65,959,197) 100,854,567

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Taka Taka

Provision for other assets 126,649,955 197,000

655,769 1,018,817,427
35 Receipts from other operating activities

Rebate on nostro account 7,155,878 5,473,439

Swift charge recovered 4,518,000 5,199,198
Postage/telex charge recovered 1,489,497 1,220,257
Non operating income 8,761,458 8,965,185
21,924,833 20,858,079
36 Payments for other operating activities

Rent, rates and taxes 301,636,677 316,448,163

Legal expenses and professional expenses 5,558,070 4,137,894
Postage and communication charges, etc. 33,130,666 34,885,572
Stationery, printing, advertisements etc. 10,493,321 30,935,848
Directors' fees & other expenses 742,421 5,148,511
Miscellaneous expenses 250,449,785 270,714,336
602,010,939 662,270,325
37 Earnings per share (EPS)

Net profit after tax 671,068,441 (125,356,213)

Number of ordinary shares outstanding 466,560,000 466,560,000
Earnings per share 1.44 (0.27)
Earnings per share has been calculated in accordance with IAS 33: “Earnings Per Share (EPS)”.
38 Audit committee
A. Particulars of audit committee
In pursuance of the directives of the Bangladesh Bank vide BRPD Circular no.11 dated 27 October 2013, the Board of Directors in its 111th
meeting held on 17 January 2021 re-constituted an Audit Committee. Presently, the Audit Committee members are:

Status with the Status with the Audit

Sl. No. Name Educational Qualification
Board Committee
1 Mr. Imtiaz Ahmed Director Chairman Post Graduate
2 Mr. Mohammed Jamil Iqbal Vice Chairman Vice Chairman B A (Hons)
3 Mr. Humayen Kabir Khan Director Member Graduate (La Guardia College, USA)
4 Mr. Mohammed Giash Uddin Director Member HSC
5 Mr. Md. Motior Rahman Independent Director Member M.com (Accounting)
B. Meetings held by audit committee with senior management to consider and review the Bank’s Financial Statements:
During the year under review the committee held several meetings to oversee / review various functions including reviewing the Annual Financial
Statements in compliance with the Bangladesh Bank circular.
a n n u a l r e p o r t 2020

Meetings held by the committee during the year by date:

180
 33rd Audit Committee Meeting held on 23.01.2020 36th Audit Committee Meeting held on 08.08.2020
34th Audit Committee Meeting held on 20.06.2020 37th Audit Committee Meeting held on 13.12.2020
35th Audit Committee Meeting held on 27.06.2020

C. Steps taken for implementation of an effective internal control procedure of the Bank:
Through circular the committee placed its report regularly to the Board of Directors of the Bank mentioning its review results and
recommendations on internal control system, compliance of rules and regulations and establishment of good governance within stipulated time.
39 Related party disclosures
Parties are considered to be related if one party has the ability to control the other party or to exercise significant influence over the other party in
making financial and operating decisions that fall within the definition of ‘Related Party’ as contained in Bangladesh Accounting Standards (IAS) -
24 (related party disclosures) and as defined in the BRPD Circular no. 14 dated 25 June 2003. Related party information are given below:
i) Directors’ interest in different entities

Percentage
Name of the firms/companies in which
Status with the of holding/
Name of Directors interested as proprietor, partner, director, Status
Bank interest in the
managing agent, guarantor, employee etc.
concern
Al Haramain Perfumes LLC, UAE Investor 100%
Al Haramain Perfumes Holding LLC, UAE Investor 100%
Al Haramain Perfumes MFG & Oudh
Managing Director 49%
Processing Industry LLC, UAE
Al Halal Perfumes Industry LLC, UAE Managing Director 25%
Al Halal Perfumes LLC, UAE Managing Director 49%
Al Haramain Trading L.L.C, UAE Partner 51%
Noor Al Haramain Trading LLC, UAE Managing Director 25%
Oud Al Haramain LLC, UAE Investor 100%
Shaikh Khalifa Bin Zayed
Sponsor
Bangladesh Islamia (Pvt) School, UAE
Al Haramain Perfumes Int'l W.L.L, Kuwait Managing Director 49%
Noor Al Haramain Perfumes Company W.L.L,
Managing Director 49%
Mr. Mohammed Mahtabur Kuwait
Chairman
Rahman Al Haramain Perfumes LLC, Oman Managing Director 70%
Al Haramain Perfumes, W.L.L, Qatar Managing Director 49%
Al Haramain Perfumes S.P.C, Bahrain Managing Director 50%
"Al Haramain Perfumes PTE
Managing Director 99%
Limited, Singapore"
Al Haramain Perfumes SDN BHD, Malaysia Managing Director 50%
Al Haramain Perfumes Pvt. Ltd. Bangladesh Chairman 0.50%
Al Haramain Hospitals Pvt. Ltd. Bangladesh Chairman 0.10%
Al Haramain Tea Co. Ltd. Bangladesh Chairman
Al Arafah Islami Bank Limited, Bangladesh Sponsor 0.93%
AIBL Capital Market Services Ltd. Bangladesh Director 1.50%
Rich & Ruitz, France Director
Al Haramain Perfumes, London Director
Al Haramain Perfumes Inc, New York, USA Managing Director

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181
 Percentage
Name of the firms/companies in which
Status with the of holding/
Name of Directors interested as proprietor, partner, director, Status
Bank interest in the
managing agent, guarantor, employee etc.
concern
Kabir Auto Export Co. Ltd. Japan President 100%
Ocean Auto Limited, Dhaka, Bangladesh Proprietor 100%
Mr. Tateyama Kabir Vice Chairman K M Global Limited, Dhaka, Bangladesh Managing Director 50%
K M International, Dhaka, Bangladesh Proprietor 100%
Sumday Development Company Ltd., Bangladesh Managing Director 25%
Al Anood Perfumes Co., Dubai, UAE Partner 24%
M/S. Md. Jamil Iqbal, Bangladesh Proprietor 100%
M/S. JI Stone Supplier, Bangladesh Proprietor 100%
Mr. Mohammed Jamil Iqbal Vice Chairman
M/S. New Maitri Stone Crushing Plant,
Proprietor 100%
Bangladesh
Jamil Iqbal Ltd. Chairman 50%
Father Realty Corporation (Commercial Building),
Proprietor 100%
USA
Amin Realty Corporation (Commercial Building),
Proprietor 100%
USA
Hirapur Realty Corporation (Commercial Building),
Proprietor 100%
USA
Surma Realty Corporation (Commercial Building),
Proprietor 100%
USA
Indian Spice (Indian Restaurant), USA Proprietor 100%
India Place (Indian Restaurant), USA Proprietor 100%
Mr. Khandakar R. Amin Director Chile’s  Chocolate, (Mexican Restaurant), USA Proprietor 100%
Gallitos Expreess (Mexican Restaurant), USA Proprietor 100%
Galliots Mexicans (Restaurant), USA Proprietor 100%
Hotel New York (Residential), Dhaka Proprietor 100%
KH Carbon Factory, Faridpur Proprietor 100%
Khandakr Aquaculture Ltd, Noakhali Proprietor 100%
Amin CNG Filling Station, Noakhali Proprietor 100%
Amin Gas Station, Noakhali Proprietor 100%
Cafe New York, Noakhali Proprietor 100%
Dhaka New York Agro Fishers. Ltd., Noakhali Proprietor 100%
Mr. Imtiaz Ahmed Director Easy Let Early Sale, UK Director
Mirravale Holding Ltd. Director 55%
BJ Browing Business Ltd. Director 55%
Mr. Ali Ahmed Director
AAB Estates Ltd. Director 100%
AA Express Food Dist. Ltd. Director 75%
a n n u a l r e p o r t 2020

182
 Percentage
Name of the firms/companies in which
Status with the of holding/
Name of Directors interested as proprietor, partner, director, Status
Bank interest in the
managing agent, guarantor, employee etc.
concern
Chairman & Chief
Seamark PLC, United Kingdom 27%
Executive
Chairman & Chief
IBCO Limited, United Kingdom 40%
Executive
IBCO Enterprise, United Kingdom Senior Partner 33%
Chairman & Chief
Seamark (BD) Limited, Bangladesh 30%
Mr. Iqbal Ahmed OBE DBA Director Executive
Chairman & Chief
IBCO Food Industries Limited, Bangladesh 31%
Executive
Chairman & Chief
Seamark (Holdings) Limited, Bangladesh
Executive
Seamark (USA) Inc., USA Managing Director 33%
ManRu Shopping City, Bangladesh Senior Partner 31%
M/S. Md. Jahed lqbal Proprietor 100%
Jahed lqbal Ltd. UK Director 100%
Mr. Mohammed Jahed Iqbal Director Desert Star Trading LLC Partner 24%
Jamil lqbal Ltd., Bangladesh Managing Director 50%
Sumday Development Company Ltd., Bangladesh Director 25%
Hassan Shahin Ahmed Perfumes L.L.C. Dubai,
Mr. Abdul Karim Director Proprietor 100%
UAE
National Exchange Company S.R.L. Italy Chairman 51%
Mr. Mohammed Idrish Farazy Director Popular Travels & Tours, Rome, Italy Chairman 25%
Farazy Hospital and Diagnostics Ltd. Director
N.A. Choudhury Limited, UK Director 50%
Dr. Nesar Ahmed Choudhury Director
Solace Service Limited Shareholder 15%
Commodity First DMCC, Dubai, UAE Managing Director 50%
Loch Shipping Intermediary FZE, UAE Chairman & MD 100%
Jabbar Jute Mills Ltd. Bangladesh Director 10%
Mr. Nafih Rashid Khan Director
Bangladesh Medical Science and Technology
Director 10%
Limited, Bangladesh
Comodity First Pte Ltd, Singapore Director 50%
Jabbar Jute Mills Ltd. Bangladesh Director 10%
Gentrade FZE, UAE Chairman & MD 100%
Mr. Naveed Rashid Khan Bangladesh Medical Science and Technology Ltd Director 10%
Commodity First DMCC, Dubai, UAE Managing Director 50%
Comodity First Pte Ltd, Singapore Director 50%
Tania International PTE. Ltd., Singapore Managing Director 65%
Tania Development PTE. Ltd., Singapore Managing Director 70%
Mr. M Badiuzzaman Director Advance Homes Pvt. Ltd., Bangladesh Chairman 60%
Strategic Enterprises Pvt. Ltd., Bangladesh Chairman 30%
Pay Union BD limited, Bangladesh Director 30%

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183
 Percentage
Name of the firms/companies in which
Status with the of holding/
Name of Directors interested as proprietor, partner, director, Status
Bank interest in the
managing agent, guarantor, employee etc.
concern
Khan and Son Services Inc Owner 100%
Mr. Humayen Kabir Khan Director Khan and Son Property LLC, USA Owner 100%
Estate of Fazlur Khan, USA Owner & CEO 50%
Mr. Mohammed Giash Uddin Director Poundsaver, London Proprietor 100%
Al Haramain Hospital Pvt Ltd., BD Managing Director 20%
Mr. Mohammed Ehsanur
Director Al Haramain Perfumes Pvt Ltd., BD Director 20%
Rahman
Hamidia Tea State Ltd., BD Director 33%
Mr. Md. Abdul Jalil
Independent Director - - -
Chowdhury
Mr. Md. Motior Rahman Independent Director - - -
Mr. Mamoon Mahmood Shah MD & CEO - - -
ii) Significant contracts where Bank is a party & wherein Directors have interest : Nil
iii) Shares issued to Directors and Executives without consideration or exercisable at discount : Nil
iv) Lending Policies to Related Parties : Related parties are allowed Loans and Advances as per General Loan Policy of the Bank
v) Business other than Banking business with any related concern of the Directors as per Section-18(2) of the Bank Company Act 1991 : Nil
vi) Investments in the Securities of Directors and their related concern : Nil
Related party transactions
Related party transaction is a transfer of resources, services, or obligations between related parties, regardless of whether a price is charged as
per IAS 24 ‘Related Party Disclosures’. The Bank in normal course of business had transactions with other entities that fall within the definition of
‘Related Party’ as contained in IAS 24 and as defined in BRPD circular no. 04 dated 23 February 2014.
The significant related party transactions during the year were as follows:
A) Funded & Non-funded facilities: Nil
B) i) Transactions relating to procurement, service & rent:

Name of the Company/ Related Directors of Amount of Transaction

Nature of Transactions
Person NRBBL made in 2020
Manru Shopping City Mr. Iqbal Ahmed OBE DBA Rental payment for NRBBL Sylhet Main Br, Sylhet. 3,423,030
Advance Zaman Centre Mr. M. Badiuzzaman Rental payment for NRBBL Ghonapar Br, Gopalgonj. 397,950
Ambulance purchase for Chattogram City Corporation as
Ocean Auto Mr. Tateyama kabir 1,850,000
a part of CSR activity
Ocean Auto Mr. Tateyama kabir Lease rental payment of vehicle 3,600,000
ii) Significant contracts where Bank is a party & wherein Directors have interest : Nil
iii) Shares issued to Directors and Executives without consideration or exercisable at discount : Nil
iv) Lending Policies to Related Parties : Related parties are allowed Loans and Advances as per General Loan Policy of the Bank
v) Business other than Banking business with any related concern of the Directors as per Section-18(2) of the Bank Company Act 1991 : Nil
vi) Investments in the Securities of Directors and their related concern : Nil
40 Auditors work hour
The external auditor of the Bank, M/s Hoda Vasi Chowdhury & Co, Chartered Accountants worked about 2,150 man hour. They have reviewed
more than 80% of the Bank’s risk weighted assets as at the Balance Sheet date.
a n n u a l r e p o r t 2020

41 General
Highlights on the overall activities of the bank have been furnished in Annexure - D.

184
 Annexure-A

Schedule of fixed assets

As at 31 December 2020
(Amount in Taka)
Cost Accumulated Depreciation Written
Balance Balance down value
Balance Disposal/ Rate of Balance Disposal/ as at
Particulars Additions as at Charged as at
as at adjustment Depreciation as at adjustment 31
during 31 during 31
1 January during 1 January during December
the year December the year December
2020 the year 2020 the year 2020
2020 2020
Tangible assets:
Furniture and fixture 366,309,649 18,191,145 - 384,500,794 10% 123,145,459 38,658,904 - 161,804,363 222,696,431
Machinery and equipment 173,540,589 12,365,916 (734,000) 185,172,505 20% 111,965,948 23,204,948 (684,626) 134,486,270 50,686,235
Computer and network
166,201,857 10,510,721 (1,168,021) 175,544,557 20% 114,583,448 18,302,300 (953,150) 131,932,598 43,611,959
equipment
Mobile Phone 2,088,159 226,163 - 2,314,322 50% 1,443,890 500,407 - 1,944,297 370,025
Vehicle 62,127,511 5,554,166 (15,323,395) 52,358,282 20% 44,669,332 6,088,783 (11,309,567) 39,448,548 12,909,734
Intangible assets:
Software 177,990,856 2,295,000 - 180,285,856 12.5% 103,533,476 22,088,016 - 125,621,492 54,664,364
As at 31 December 2020 948,258,621 49,143,111 (17,225,416) 980,176,315 499,341,553 108,843,358 (12,947,343) 595,237,568 384,938,747
As at 31 December 2019 826,319,107 122,118,864 (179,350) 948,258,621 385,605,044 113,880,796 (144,287) 499,341,553 448,917,068

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185
a n n u a l r e p o r t 2020

Annexure-B

186
Balance with other banks-Outside Bangladesh(Nostro Account)
As at 31 December 2020
(Amount in Taka)

2020 2019
Name of the Bank Account type Currency type FC Exchange Equivalent FC Exchange Equivalent
amount rate Taka amount rate Taka
Habib American Bank, New CD USD 139,974.93 84.80 11,870,028 447,286.76 84.90 37,974,646
York
United Bank of India CD ACU 75,770.19 84.80 6,425,395 82,253.14 84.90 6,983,292
United Bank of India CD ACU EUR 38,003.46 103.89 3,948,012 7,830.16 94.89 742,992
Mizhuo Bank Ltd, Japan CD JPY 47,588.00 0.82 38,975 784,938.00 0.78 608,876
Mashreq Bank PSC, New York CD USD 799,223.73 84.80 67,775,051 1,029,140.97 84.90 87,374,069
Mashreq Bank PSC, UK CD GBP - 114.50 - 49,871.89 111.10 5,540,563
Aktif Bank, Turkey CD EUR 27,381.66 103.89 2,844,560 109,039.92 94.89 10,346,634
AB Bank Limited, Mumbai CD ACU 49,364.34 84.80 4,186,150 78,688.07 84.90 6,680,617
National Commercial Bank CD SAR 109,758.13 22.60 2,480,183 109,208.13 22.62 2,470,626
99,568,355 158,722,315
 Annexure- C

Investment in Quoted Shares and Mutual Funds

AS AT 31 December 2020

Quoted
Total market value
Face value Average rate per Unrealised gain/
Name of the Company No. of shares Cost of holding of share as at
per share Cost share as on (loss)
31.12.2020
31.12.2020
General Portfolio
Active Fine Chemicals Limited 10 400,000 9,735,840 24.34 16.90 6,760,000 (2,975,840)
Premier Bank Limited 10 363,825 4,579,140 12.59 11.00 4,002,075 (577,065)
Prime Bank Limited 10 400,000 7,434,880 18.59 17.10 6,840,000 (594,880)
BRAC Bank Limited 10 100,000 4,950,882 49.51 44.30 4,430,000 (520,882)
Mutual Trust Bank Limited 10 11,550 336,805 29.16 24.10 278,355 (58,450)
Heidelberg Cement Bangladesh Limited 10 83,000 43,459,370 523.61 149.60 12,416,800 (31,042,570)
MJL Bangladesh Limited 10 840,000 97,181,052 115.69 76.90 64,596,000 (32,585,052)
ACI Limited 10 33,000 9,308,251 282.07 246.00 8,118,000 (1,190,251)
Grameenphone Limited 10 140,000 50,313,173 359.38 347.10 48,594,000 (1,719,173)
Olympic industries Limited 10 130,000 25,436,724 195.67 191.10 24,843,000 (593,724)
Singer Bangladesh Limited 10 200,000 39,358,131 196.79 175.60 35,120,000 (4,238,131)
BBS Cables Limited 10 220,000 14,762,927 67.10 54.80 12,056,000 (2,706,927)
Dominage Steel Building Systems Limited 10 24,813 248,130 10.00 34.50 924,531 676,401
Crystal Insurance Company Limited 10 10,879 108,790 10.00 39.40 428,633 319,843
Esquire Knit Composite Limited 10 20,890 940,050 45.00 26.30 549,407 (390,643)
Runner Automobiles Limited 10 20,000 1,156,998 57.85 50.90 1,018,000 (138,998)
Sea Pearl Beach Resort & Spa Limited 10 3,916 37,300 9.53 79.10 309,756 272,456
Coppertech Industries Limited 10 4,978 47,410 9.52 21.10 105,036 57,626
Ring Shine Textiles Limited 10 233,531 2,010,600 8.61 6.40 1,494,598 (516,002)
Robi Axiata Limited 10 271,253 2,712,530 10.00 29.80 8,083,339 5,370,809
Meghna Petroleum Limited 10 100,000 20,194,338 201.94 198.00 19,800,000 (394,338)
Total 3,611,635 334,313,321 260,767,530 (73,545,791)

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187
a n n u a l r e p o r t 2020

Quoted Total market 85% of

NAV @
Face value No. of Cost of Average rate per value of Unrealised NAV @ Required

188
Name of the Mutual Fund Market
per share shares holding Cost share as on share as at gain/(loss) Market Provision
Price
31.12.2020 31.12.2020 Price
Mutual Funds
LR Global Bangladesh Mutual Fund One 10 8,900,000 66,965,638 7.52 6.60 58,740,000 (8,225,638) 11.60 9.86 -
AIBL 1st Islamic Mutual Fund 10 9,990,000 86,904,179 8.70 8.40 83,916,000 (2,988,179) 11.49 9.77 -
MBL 1st Mutual Fund 10 6,427,603 53,153,879 8.27 7.50 48,207,023 (4,946,857) 11.58 9.84 -
Grameen One : Scheme Two Mutual Fund 10 8,000,000 129,418,186 16.18 16.80 134,400,000 4,981,814 18.70 15.90 -
Southeast Bank 1st Mutual Fund 10 2,600,000 30,418,658 11.70 11.80 30,680,000 261,342 12.93 10.99 -
Peninsula Balanced Fund 10 1,000,000 10,000,000 10.00 11.76 11,760,000 1,760,000 10.69 9.09 -
IBBL Mudaraba Perpetual Bond 1,000 17,726 17,188,447 969.67 1,010.00 17,903,260 714,813 NA NA -
Ashuganj Power Station Company Ltd Bond 5,000 2,000 10,000,000 5,000.00 5,218.50 10,437,000 437,000 NA NA -
Total 404,048,988 396,043,283 (8,005,705) -
738,362,309 656,810,812 (81,551,496)
 Annexure- D

Highlights on the overall activities

As At 31 December 2020

SL No. Particulars 2020 2019

1 Paid-up capital Taka 4,665,600,000 4,665,600,000
2 Total capital (Tier-1 & Tier-2) Taka 6,013,169,821 5,196,643,690
3 Surplus\ (Shortage) Capital Taka 2,013,169,821 1,196,643,690
4 Total assets Taka 55,363,485,719 54,722,974,357
5 Total deposits Taka 41,830,983,438 41,809,853,016
6 Total loans and advances Taka 38,848,570,390 38,932,317,978
7 Total contingent liabilities and commitments Taka 10,880,863,570 14,417,316,055
8 Loans to deposits ratio (total loans/total deposits) % 85.52% 87.82%
9 Percentage of classified loans against total loans and advances % 3.71% 4.14%
10 Profit after tax and provision Taka 671,068,441 (125,356,213)
11 Classified loans during current year Taka 1,443,024,908 1,611,029,271
12 Provisions kept against classified loans Taka 820,539,986 1,109,513,256
13 Provision surplus/(deficit) against classified loans Taka - 122,141,768
14 Cost of fund (Interest expenses/Average deposits and borrowings) % 6.53% 7.69%
15 Interest earning assets Taka 53,496,555,319 52,826,601,927
16 Non-interest earning assets Taka 1,866,930,400 1,896,372,430
17 Return on assets (ROA) [PBT/ Average assets] % 1.22% -0.25%
19 Income from investment Taka 994,960,846 447,119,076
18 Return on investment (ROI) % 12.50% 6.43%
20 Earnings per share Taka 1.44 (0.27)
21 Net income per share Taka 1.44 (0.27)

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189
INFORMATION
OTHER

190
a n n u a l r e p o r t 2020
 OTHER
INFORMATION
NRB Bank Limited
191
 Sustainable
Finance

Sustainable Finance refers to any Sustainable Finance approach in Bangladesh has primarily been driven by regulatory policies. The
form of financial service integrating involvement of Bangladesh Bank (BB) promoted inclusive growth for attaining developmental goals
and poverty reduction objectives of the Government. These initiatives are clearly linked to Sustainable
environmental, social and economic
Finance activities of the country. For Banking sector in Bangladesh, key areas of Sustainable Finance
criteria into the business or investment are Green Banking and CSR. However, activities of certain other sectors are clearly associated with
decisions for the lasting benefit of the broad definition of ‘Sustainable Finance’. These include Agricultural Credit, Financial Inclusion of
both clients and society at large. underprivileged and rural people, Cottage, Micro and SME credit etc.
Sustainable Financing contributes to
NRB Bank Ltd. adopted CSR and Green Banking practices and activities which are the key areas
Sustainable development and value of Sustainable Finance from the very beginning of its journey. Each year the Bank contributes
creation in economic, environmental substantial amount towards CSR. Since 2017, we have started direct Green Financing in
and social terms. In other words, one environment friendly Brick manufacturing projects. From the inception of our Bank, top priority
sectors of lending include SME and Agricultural sector. Almost 50% of our total loans fall under
that ensures and improves economic CMSME category. Every year, we fulfill Agricultural and Rural Credit disbursement target as fixed
efficiency, prosperity, and economic by Bangladesh Bank. We started our Agent Banking activities from May, 2018 to provide financial
competitiveness both today and in services to underprivileged and rural people and till December, 2020 we establish 320 agent outlets
the long-term, while contributing to throughout the country. NRB Bank is highly committed to serve the NRBs in all financial sectors;
especially in Wage Earners’ Remittance. Concentrating on the importance of Foreign Remittance,
protecting and restoring ecological NRB Bank has formed its Foreign Remittance Department (FRD) dedicated for facilitating the
systems, and enhancing cultural Bangladeshi citizens residing abroad and started operation from 01st January, 2018.
diversity and social well-being is
As a whole, we are committed towards establishing Sustainable Finance in the country through
Sustainable Finance. integrating Sustainability factors, i.e. environmental, social and economic considerations into our
core Banking activities and services.
Green Banking
NRB Bank Ltd., always acknowledges the significance of Green Banking or environmentally
responsible Banking which not only improve own standards but also affect socially responsible
behavior of other business to save environment. From the beginning of the establishment of the
Bank, we started Green Transformation of Internal Operations and introduced Green Banking
Products like E-Statement, Internet Banking, Online Banking in our Bank and Mobile App (NRB
Click) has introduced in this year. Our Management has always stressed upon environment friendly
initiatives, such as minimizing paper works both for internal and external communication, carbon
emissions, conserve energy and water as much as possible, thus achieving efficiency in a cost-
effective manner across the organization.

During the year 2015, we formed Green Banking Unit having responsibility of designing, evaluating,
and administering related Green Banking issues of the Banks and issued separate ‘Green Banking
Policy’ as per guidelines of Bangladesh Bank. During 2016, we have issued ‘Green Office Guide’
and during the year 2020 we have issued ‘Green Marketing Policy’ to be aligned with our
mainstream Banking activities.

Online Banking: Online Banking system is a great way to reduce paper consumption. NRB Bank’s
Online Banking service is extended to all branches, ATM’s booths.

Internet Banking & E-Banking: We have introduced Internet Banking and Electronic Banking
services for the customers from almost the beginning of our establishment. Customers can get
the access of Internet Banking and Electronic Banking services through Desktop browser, Mobile
browser and downloading the Apps. Customers receive following services with the help of Internet
Banking and E-Banking-
‹ View account information from Current, Savings, Fixed Deposit and Term Deposit Account
a n n u a l r e p o r t 2020

‹ View Loan Account information

‹ View account statement (e-statement)
‹ Manage cheque books

192
‹ View clearing cheque status Water Efficient Landscaping: The forecourt of our Head Office is established with a landscape that
‹ View detailed information of Loan Account complements 65.83 percent of the roof that are vegetated. Irrigation is largely achieved through
disbursement and repayment schedule of captured rainwater and recycled grey water. The project achieves 25 percent reduction in storm
the loan water runoff and 41 percent reduction in potable water use while 116 percent of wastewater on site
‹ Transfer funds from their NRBBL accounts is treated to tertiary standard.
to other local bank accounts through
BEFTN (BEFTN decreases paper-based Optimize Energy Performance: In terms of energy consumption the building system achieves
payment methods and encourage electronic 12.57 percent reduction in energy cost. The intelligent use of double low-e, ceramic fritted glazing
payment methods for secured, faster & panel along the west facade maintains the required SHGC (solar heat gain coefficient) value while
cost-effective transactions.) & RTGS. exhibiting an urban scale artwork along the boulevard. To maximize energy performance and reduce
‹ Pay utility, credit cards, internet and mobile
the impact on the environment from excessive energy the building has daylight harvesting, occupant
bills/top-up instantly.
‹ Receive e-Statements any time sensing lighting control and energy efficient lighting. As a result, total energy consumption has been
electronically and can check accounts reduced by a significant level.
anytime with an active internet connection.
‹ Get addresses, maps, driving directions, Water Use Reduction: To maximize indoor water efficiency and reduce the burden on the municipal
and banking hours for the NRB Bank water supply and wastewater systems, the building utilizes low-flow fixtures including water closets
branches and ATM network locations. and sinks. As a result, the building’s calculated water consumption has been reduced significantly.
‹ Get SMS alert service
Phone Banking: The Bank established 24/7 Call As a whole NRB Bank Ltd. believes that the long term success and existence of our Bank is
Centre to provide improved and enhanced Phone directly linked to the health and quality of the natural environment. We endeavor to continuously
Banking services to the customers over the improve our environmental performance, reduce greenhouse gas emission, carbon footprint, and
phone. Phone Banking services helps to reduce prevent pollution by adopting and promoting renewable resources, resource efficient products,
the use of paper-based statements and carbon community outreach, awareness and education.
emission as the customers don’t need to visit
the branches. Green Financing under Sustainable Finance
Debit & Credit Cards: We provide Debit & Green Financing means financing in ‘Eco-Friendly’ projects which will help attaining objectives
Credit cards to our customers which helps to towards a healthy environment not only for the present generation but also for the future generation.
reduce the use of paper and carbon emission in Green Finance covers a wide range of financial initiatives and includes both Public and Private
different ways. Finance. Green Finance involves the effective management of Environmental risks across the
financial system. Major Green projects financed by Banks and other Financial Institutions in
Leed Certified Green Head Office Bangladesh as per guideline of Bangladesh Bank include Renewable Energy, Energy Efficiency, Solid
Waste Management, Liquid Waste Management, Alternative Energy, Fire Burnt Brick, Non Fire Block
NRB Bank is housed in a Leed (Leadership in Brick, Recycling and Recyclable Product, Green Industry, Safety and Security of factory and others.
Energy and Environmental Design) certified
As of December 31, 2020 Loan Outstanding under direct Green Financing of our Bank stands BDT
Green Building (Simple Tree Anarkali, 89 Gulshan
2,941.25 million which is 7.57% of total Loan Outstanding–
Avenue, Gulshan-1, Dhaka) with the most
efficient utility, energy and resources systems. BDT in Million
It is the first LEED certified Core & Shell project Green Projects/Products Loan Outstanding
in Bangladesh. Here corporate environment
Green Bricks Manufacturing Plant 169.97
responsibilities are embodied through energy
efficiency, water conservation and sustainable Green Establishment 350.60
framework for corporate identities- Leed Certified Green Estab. 303.86
Pet Bottle Recycling Plant 827.77
Recyclable Poly Baggage 103.48
Solar Panel 91.48
Used Lead Acid Battery Recycling Plant 997.33
Biological ETP 96.76
Grand Total 2,941.25

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193
 Agreement Signing with Bangladesh Bank b) Participation Agreement into the Refinancing scheme for Green Products / Initiatives: On
Following immense importance of Green September 13, 2017, we have signed Participation Agreement with Bangladesh Bank under
Financing in the country, Bangladesh Bank refinance scheme for lending in green product/initiatives (e.g. investment in sectors like
introduced different ‘Refinancing Scheme’ Renewable Energy, Green Brick Manufacturing and Waste Management etc.).
for the Banks against their financing towards
diverse green products/projects. As part of our Greening the financial system will determine how Bangladesh faces its environmental
commitment towards a Green Economy we have challenges throughout the pathway of growth. Since Green transformation of major sectors of
signed following Participation Agreement with the economy through environmentally responsible production depends on both the public and
Bangladesh Bank under refinance scheme- private sector financing in favor of Sustainable Finance, NRB Bank Limited as a responsible new
a) Refinancing Agreement under Green generation Bank is committed towards substantial direct Green financing for accelerating the
Transformation Fund (GTF): On February Green growth in the country.
09, 2017 we have signed Refinancing CSR-2020
Agreement with Bangladesh Bank for
facilitating access to finance in foreign The Banking sector is in a leading position in discharging Corporate Social Responsibilities (CSR) in
exchange for all manufacturer-exporters in the country. The CSR practices by Banks have become an integral part of their business in recent
Export-oriented Textile & Textile Products, years. CSR practices by Banks not only improve their own standards but also catalyst the socially
responsible behavior of other businesses. Banking industry itself can also be benefited from the
RMG and Leather Goods Manufacturing
positive effects of CSR on the society as a whole, particularly on its clients. NRB Bank strive each day
Industries to import capital machineries to ensure successful outcomes for all those who place their trust in the Bank and for the betterment
and accessories relevant to environment- of the society. We are determined to be a responsible Bank. During 2020, the Bank has contributed
friendly/green attributes specified by BDT42.715 Million under CSR activities.
Bangladesh Bank.
Community Investment
‹ NRB Bank Ltd. has participated in the following programs during 2020 that augment the
betterment of the community-
‹ Contributed BDT 1.00 Crore to the ‘‘Bangabandhu Memorial Trust’ to observe Mujib Barsha.

NRB Bank Limited donated Tk.10.00 mln to Bangabandhu Memorial Trust for observing the ‘Mujib
Borsho’

Hono’ble Prime Minister Sheikh Hasina is receiving a cheque of Tk.10.00 mln from Mr. Khandakar Ruhul Amin, Director of
NRB Bank Limited for observing the ‘Mujib Borsho’ across the country to mark the birth centenary of the Father of the Nation
a n n u a l r e p o r t 2020

Bangabandhu Sheikh Mujibur Rahman at a function at the Prime Minister’s residence Gonobhabon on 06 January 2020.
Finance Minister A H M Mustafa Kamal, MP, FCA, Directors of the Bank Mr. Mohammed Jahed Iqbal & Mr. Ali Ahmed and
sponsor shareholder Mr. Monir Ali were also present on the occasion.

194
Education Program

Educational prosperity is of utmost importance for Sustainable Development of the Country and
hence NRB Bank Ltd. has made significant contribution to this sector via a donation of BDT 6.25 Lac
to “BIBM for the construction of their 15 Floor RCC Building in 2020 as 3rd instalment.

Disaster Management
‹ The Bank had donated Blanket to “Prime Minister’s Relief Fund” to support the cold affected
people of the country of BDT 39.00 Lac.

NRB Bank Limited donates blankets to Prime Minister’s Relief Fund

NRB Bank Limited has donated blankets to the

Prime Minister’s Relief Fund at a function held at
Prime Minister’s Office on 28 October 2020 for
under privileged and cold-hit people of the country,
under CSR Program of the Bank. Honorable Prime
Minister Sheikh Hasina joined the program through
video conference from Prime Minister’s Residence
Ganabhabon. On behalf of the Honorable Prime
Minister Mr. Dr. Ahmad Kaikaus, Principal Secretary
of the Prime Minister is receiving the token of
blanket from Mr. Md. Khurshed Alam, Deputy
Managing Director of NRB Bank Limited.

‹ NRB Bank has made significant contribution for disaster management this year by distributing
relief among the COVID 19 affected people of BDT 200.00 Lac.
NRB Bank Limited distributed essential foods support to under privileged people of the country.

As part of Corporate Social Responsibility, NRB Bank Limited

has undertaken Essential Food Support Initiative to help
families in dire need for food and welfare support under
a nationwide shutdown to stem the spread of the deadly
coronavirus (Covid-19) pandemic. Chairman of the Bank
Mr. Mohammed Mahtabur Rahman, Directors, Shareholders
and Management has decided to distribute essential foods
among under privileged and ultra-poor people in the country.
In this connection Shareholder of the Bank Mr. Mohammed
Oliur Rahman and under the supervision of Mr. Tateyama
Kabir, Vice Chairman of the Bank Mahmuda Kulsum Moni,
Assistant Commissioner (Land) of Chatkhil Upozila has
distributed essential foods among under privileged people
of the Moulovibazar District of greater Sylhet Region and
Chatkhil Upozila of Naokhali Region today (07 May 2020)
respectively. High officials of the bank of the both regions
were present on the occasion.

NRB Bank Limited

195
 ‹ NRB Bank has contributed to disaster management by donating BDT 25.00 Lac towards the “Prime Minister’s Relief Fund” to support
the flood affected people of the country.
‹ The Bank had also made donations of over BDT 20.00 Lac to Prime Minister’s Relief and Welfare fund to fight against CORONA Virus.

Financial Assistance to Health Sector

NRB Bank Limited has Donated Ambulance to Chittagong City Corporation of BDT 19.9 Lac

As a part of Corporate Social Responsibility, NRB Bank Limited donated an ambulance to Chattogram City Corporation (CCC) for carrying Corona
suspected & other critical patients. Mr. Sarker Mehadhi Reza, Head of O. R. Nizam Road Branch of NRB Bank Limited handing over the key of an
Ambulance to Mr. A. B. M. Nasir Uddin, Mayor of CCC at a simple ceremony held at CCC on Monday (13 April 2020). Mayor of CCC, Mr. Nasir Uddin
express his gratitude to Mr. Mohammad Mahtabur Rahman, Chairman of NRB Bank Limited and also said this is very important & helpful for us in this
lockdown situation. Among others: Mr. Md. Samsudoha, Chief Executive Officer of Chattogram City Corporation, Mr. Mohammed Tarek Uz Zaman, Area
Head & Mr. Kazi Ashraful Azim, Head of Chattogram Main Branch & Cluster Head of NRB Bank are also seen in the picture.

NRB Bank Limited provided direct Financial Assistance of BDT 17.00 Lac in total during 2020 to the following patients for their treatments-
‹ Financial assistance has been provided to Ex-Staff Ms. Loren Justina Gomes for Cancer treatment purpose.
‹ One of our official received financial aid from the Bank for his spouse for Cancer treatment purpose.
‹ One of our official Mr. Md Ruhul Amin received financial help from the CSR fund as he is suffering from critical diseases.
NRB Bank Ltd. donated BDT17.00 lac for the treatment of two critically ill employees and their spouse as a part of CSR activity.
a n n u a l r e p o r t 2020

Mr. Tateyama Kabir, Vice Chairman of the NRB Bank Ltd. handing over cheques amounting BDT17.00 lac (Seventeen Lac Only) to the representatives
of two critically ill employees and one employee’s spouse of the Bank under the CSR activities. The chq handover program was held on 15 November
2020 at the Corporate Head office of the Bank. Mr. Mamoon Mahmood Shah, Managing Director & CEO (CC), Mr. Md. Khurshed Alam, Deputy Managing
Director are among others seen in the picture.

196
Brand &
Communications

Our brand identity defines a powerful way of promoting NRB Bank. It will focus on what
NRB Bank stands for and enhance communication with target audiences to help them
recognize NRB Bank as a leading financial institution.
The NRB Bank logo is the most important element for creating an impact and establishing
visual identity. The logotype visually symbolizes the brand identity so that it is instantly
recognized and associated with NRB Bank and its values.

The symbol used in the logotype depicts two distinct elements surrounding a precious diamond
in the center. This diamond symbolically represents Bangladesh while the surrounding Blue and
Red elements represent both resident and non-resident Bangladeshis and their attachment to
Bangladesh. The elements combine together to create strength in unity, representing the powerful
bond which NRB Bank strives to achieve with its clients. The symbol can also be interpreted as an
anchor which provides financial security and stability.
Two bold and vibrant colours were chosen for the logotype, inspired by the Union Jack, to reflect
regal yet understated sophistication.
NRB Bank logotype may be used as a dynamic graphic device. The graphic device may add as a
dramatic element for creating impact and recognition. By which the logo has been transformed into
a graphic device which depicts growth and a sense of energy and direction for reaching soaring
heights. The aim of this abstract symbol is to create instant association with NRB Bank’s values.
The tone of voice corresponds with the values, vision, mission and brand identity of NRB Bank.
The style and language are consistent and consolidate what NRB Bank stands for. The verbal
style is straightforward, with simple and direct; portrayed in a warm manner which reflects the
bank’s passion. The words should be utilized in a respectful manner which engages the audience
and captures their enthusiasm, inspiring them to learn more about the bank. In line with the
sophistication of the NRB Bank identity, the tone of voice is sincere and determined without being
overly-excessive or exaggerated.
NRB BANK
BRAND & COMMUNICATIONS
Brand & Communications is the strategic communication partner for the entire Bank and as such is
responsible for:
Corporate Marketing & Branding
Provide support to company/management as spokesperson
Develop Marketing Communications (MarCom) strategies and concepts for Corporate and
Business Units (BUs) for target groups
Transfer the overall business strategy into a Corporate and Marketing communications strategy
Align Corporate Communications and Business Units (BUs) Marketing Communications
Strategize, Direct, Monitor and Support marketing communications and supervise the total visual
identity and image of NRB Bank in and outside the country.
We consider communications work – based on Bank’s goals and strategies – to be a vital part of the
business process. To increase company value by communicating goals, achievements and business
strategies to our target groups though all our communications.
To build a distinctive visual, virtual and verbal corporate Identity and to create proper image we are
strongly follow the single brand strategy to create one brand, one voice philosophy in all sorts of
communications. Because, We’re Not just another bank.

NRB Bank Limited

197
 Products &
Services

RETAIL DEPOSIT PRODUCTS Expat BDT Account

Current Account Expat BDT Account is a non interest bearing account which can be opened in BDT for the foreign
Current Account is an easy access account nationals who are resident in Bangladesh and working in the country with valid visa and work permit.
focused on meeting the customer’s need of Expat FCY Account
frequent and bulk account transactions. Expat FCY Account is a non interest bearing account which will be opened in USD / GBP /EUR for
Current Plus Account the foreign nationals residing abroad or in Bangladesh aid also foreign firms registered abroad and
Current Plus Account is an interest bearing operating in Bangladesh or abroad or Foreign missions and their expatriate employees.
current account for the individuals and SME-
small segmented customers. RETAIL SAVINGS SCHEME
Savers Term Deposit
Savers Account is an interest bearing savings Term deposit is a smart solution to get more out of long term investments with choice of tenor
account for the Bangladeshi citizens. Interest is option. Tenor : 30 days , 90 days , 100 days, 180 days, 200 days, 300 days, 360 days or 24
calculated on monthly minimum balance and months.
paid half yearly.
Monthly Benefit Scheme
Power Savers
Monthly Benefit Scheme is a term deposit product that offers monthly return on depositors fixed
Power Savers Account is an interest bearing deposit amount over a certain period. Tenor: 1 Year, 3 Years, 5 Years.
savings account for the Bangladeshi citizens.
Interest is calculated on daily balance and paid My DPS
half yearly. My DPS is a recurring monthly savings plan of any multiple of BDT 500 & any multiple of BDT 1,000
up to BDT 20,000 with tenor options 3/5/7/10 years.
Pearl Account
Secured DPS
Pearl Account is an interest bearing savings
account designed exclusively for female Secured DPS is a recurring monthly savings plan with full maturity value insured in case of
customer’s death. This scheme tenure 5 years & 10 years.
customers.
DPS Purple
Investment Savings Account
DPS Purple is a smart recurring monthly savings plan exclusively designed for female customers.
I-Savings Account is an interest bearing account
Choice of monthly deposit amount: BDT 500 & any multiple of BDT 1,000 up to BDT 50,000 with
for the resident Bangladeshi investors which can
flexible options of 3/5/ 7/10 years.
be maintained in respect to portfolio investments
in Bangladesh. Benefit First
Amar Shopno Account Benefit First is a special kind of term deposit product. It gives a unique facility to the customer to
withdraw the interest amount at the time of opening the term deposit. The tenor of Benefit First are
Amar Shopno Account is an account specially 100 days, 200 days, 300 days.
created for including the unbanked population
Millionaire Savings Scheme
of Bangladesh under the banking service. This is
an interest bearing account with minimum initial Millionaire Savings Scheme is a monthly deposit scheme which will give an opportunity to a
deposit as low as BDT 10. customer to be a millionaire after a certain period of time with flexible tenor 3/5/7/10/12 years

RFCD Account
RFCD Account is a foreign currency account for NRB BANKING PROPOSITION – MY BANGLADESH
Bangladeshi nationals which can be opened in To manage the expectations of the NRBs and to facilitate the NRB inward investment to Bangladesh,
USD / GBP / EUR / JPY (subject to availability of the products specially designed for NRB’s are:
Nostro). It is an interest bearing account. NRB FCY Account
NRB FCY account is an interest bearing Foreign Currency account featuring variety of currency –
SPECIAL NOTICE DEPOSIT Account USD / GBP / EUR / JPY (subject to availability of Nostro).
Special Notice Deposit (SND) is an interest NRB My Savings Account
a n n u a l r e p o r t 2020

bearing deposit account designed to facilitate A daily interest bearing Taka savings account for non-resident Bangladeshi.
the customers to get some return from their
floating fund.

198
NRB FCY Term Deposit (NRB Rising) Quick Loan Single Payment (QLSP)
A Foreign Currency fixed deposit account with choice of tenure. Quick Loan Single Payment (QLSP) is a secured
NITA Account monthly interest payment based overdraft facility
for retail customer against their cash collateral.
NITA account is an account for the non-resident Bangladeshi investors for portfolio investment in
Bangladesh. It is a non-interest bearing account. My Home Loan
NRB My Home Loan My Home Loan is a secured mortgage loan with
NRB My Home Loan is for Non-Resident Bangladeshis who want to make their own home in their EMI facility.
motherland. My Car Loan
Government Bonds for NRB’s My Car Loan is an EMI based car loan facility to
Non-Resident Bangladeshis can now invest in the Government bonds with certain valuable benefits fulfil the customer’s dream of owning a car.
and features. There are three types of bonds, namely: WAGE EARNERS DEVELOPMENT BOND, U.S My Study Loan
DOLLAR PREMIUM BOND, U.S DOLLAR INVESTMENT BOND.
My Study Loan is an EMI based loan to finance
meritorious student who choose to pursue a
STUDENT BANKING PROPOSITION – MY FUTURE higher education abroad. This loan will not
Student Banking proposition includes a rewarding and convenient offering for students up to age of only cover tuition fees but also overseas living
26 years. The proposition consists of three major products: expenses.

My Early Account OTHERS

Savings account with flexible operating features for children aged below 18 years. Locker Services
My Future DPS A security service offered to the customers to
Monthly recurring savings plan for minors of BDT 500 and any multiple of BDT 1000 with tenor safe-guard their valuables under Bank’s custody.
options 3/5/10 years. Student File Service
My Study Account NRB Bank provides support to the prospective
Especially designed daily interest bearing savings account for any Bangladeshi students aged 18 to students by processing their student files and
26 years. remitting funds in respective foreign currencies
to meet tuition fees, board and lodging /
incidental expenses etc.
PAYROLL BANKING PROPOSITION – MY SALARY
A convenient payroll management solution with a host of tailor-made products and propositions for
corporates to manage their employee salary. The proposition offers wide array of benefits ranging ALTERNATE DELIVERY CHANNELS
from waivers and discount on different fees to other privilege services. ATM
My Salary Account NRB Bank facilitated Automated Teller Machine
A daily interest bearing savings account for the payroll customers with an array of benefits. (ATM) at all branches from the very beginning
of the bank’s operation. Our ATM networks
comprises of 47 ATMs.
RETAIL LOANS Internet Banking
My Loan Internet Banking service provides banking facility
My Loan is an unsecured any purpose loan with equal monthly installment (EMI) facility. anytime, from anywhere as per customer’s
convenience and it’s free of charge. Features
Quick Cash of internet banking include transfer of funds,
Quick Cash is an overdraft facility for resident and non-resident Bangladeshis against FD’s and balance inquiry, viewing account statement as
securities with flexible repayment options. well as instant mobile top-up. Internet banking
service can be accessed from PC, Tab or Mobile
Quick Loan device.
Quick Loan is an EMI based secured credit facility. This is a quick, convenient and easy way to meet
financial needs in an emergency.

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 Call Center Key Features of NRB Bank VISA Credit Card
24 Hours Call Center with world’s leading Highly secured EMV Card, Worldwide Accepted.
technology solution “NU CALL MASTER” of 3D Secure Online and e-Commerce transactions with OTP.
BDCOM. Complimentary Card for the first year.
NRB Click 100% Waiver on Renewal fee by making 14 transactions in a year*.
Customers of NRB Bank can easily access their Two Supplementary Card is FREE.
account and make transection like cash-in, Lower interest rate in the market, Monthly 1.67%.
cash-out, fund transfer, utility bill payment etc.
Lower interest rate for Balance Transfer, Monthly 2% or BDT 150 whichever is higher.
Cash Advance up to 50% of Card limit.
CARD PRODUCTS
Up to 45 days interest free period.
Local Debit Card
Balaka VIP Airport Lounge facilities (For Platinum Cardholder).
VISA Local Debit Card with highly secured EMV
Meet & Greet service (For Platinum Cardholder).
chip and a wide range of benefits
Free First Card Cheque Book.
Global Debit Card
Lower Card Cheque processing fee, 1.75% or BDT 200 which is higher.
VISA Global Debit Card with highly secured EMV
Discount facilities in various Restaurants, Hotels & Retail shops.
chip Card, worldwide acceptance and a wide
range of benefits “0% Easylife Installment Plan” from selected Merchants.
EMI based “Easylife Interest Loan” from available balance with only 11% interest (Flat) per
VISA Classic Credit Card
annum.
Plastic currency with an unsecured Credit limit Triple benefit Credit Assurance Program with Insurance coverage up to tk. 50 Lac.
from BDT 20,000 to BDT 99,999
Easy Payment facilities through Internet Banking.
VISA Gold Credit Card
Free SMS alert service.
Plastic currency with an unsecured Credit limit Free Monthly e-statement.
from BDT 100,000 to BDT 199,999
24 hours Call Centre assistance.
VISA Platinum Credit Card
Auto Debit Payment facility.
Plastic currency with an unsecured Credit limit
Key Features of NRB Bank VISA Debit Card
from BDT 200,000 to 1000,000
Highly secured EMV Card, Worldwide Accepted.
Hajj Services: 3D Secure Online and e-Commerce transactions with OTP
NRB Bank introduced Hajj services for the Free Cash withdrawal from any ATM all over the country
pilgrims since year 2018. Pre-registration and NRB Bank introduce first forever international debit card against ATQ(Annual Travel Quota) shortly.
registration fees collection from pilgrims is on Client gets international debit card against his operative account and enjoy home and abroad foreign
since then with satisfactory customer service. transaction within annual travel quota.
NRB bank also doing IBAN fund transfer to Saudi
Arabia on behalf of Hajj Agencies with faster
service.
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Information
Technology @ NRB Bank

In 2020, we have faced the global pandemic (COVID-19) which teaches us some
significant lessons; the lesson to work on our financial strengthens and as well as on
the most basic livelihood issue- survival. The outcome applies for all living creature and
for any kind of organizations too. As a financial organization, we had the challenge to
provide the fuel to run the banking system which can generate customer satisfaction
and profits at the same time where we can’t ask the customers to meet us physically
and to pay the debts. Here we understood the necessity of the technology which can
take us to the customer that can abate all possible breakpoints.
2021 will be a challenging year for the overall engages QSA to started its assessment for the gap analysis which is continuing, after completions
business industries too. This is the era of the gap analysis, the Implementations team will move forward for remediation and achieve the PCI
smart banking and we need to set our mind DSS compliance certifications within this targeted timeliness.
accordingly. The bank which can provide better
ISO 27001 Project
service will last longer with profitability. NRB
Bank is working utmost to provide best customer ISO 27001 is the international standard that describes best practices for information security
services. Any organization can provide better management systems for the organizations which help us to identify administrative, technical and
service only with the help of technologies. And physical security risk and deploy appropriate controls to minimize the risk factor. We have started
we, NRB Bank, need to adopt best technology to implementations the ISO 114 controls in our NRB Bank environments and, now we are middle of
with intelligence to be apt among others. the assessment faces, after completing the assessment, we will move forward for the certifications
within the regulatory body timelines.
Ensuring Security
SIEM & Privilege Access Management
Organizations are responsible for the security
of their own data. The organization must ensure Cybersecurity is a complex and continuous process, and it’s not possible to achieve overnight
Confidentiality which certifies that sensitive success against cyber threats. There is a lot of ingredients involved in the way of cybersecurity,
information are accessed only by an authorized technological changing rapidly, it’s the biggest challenge to acquisitions the right technology for our
person, Integrity confirms that information are in environment along with the best utilizations with its unbearable cost and technological end of life,
a format that is exact and correct to its original and integrations with the legacy systems and infrastructures. NRB Bank always focus to enhance its
purposes and finally Availability  that ensures security to protect customer data, in this regards, we have procured Privilege access management
that information and resources are available to solutions and implemented them in our environment to have controlled privileged accounts, and we
those who need them. have procured SIEM (Security Information and event management) system for proactively monitoring
the cyber event and take necessary actions at immediately.
In a fast-changing IT environment, companies
have already started moving away from Awareness Building
legacy hardware centric systems and toward
It is not possible to ensure security without awareness to both internal employee and external
revolutionary technologies such as software
customers. We are continuously arranging workshop at different cluster and zone at different time
defined data centers, hyper converged
frame to acknowledge the internal employee about frauds and scams. IT & ADC Operations team are
infrastructures, and hybrid cloud while keeping
also sending mail and SMS to banks valued customers so that they get aware of the scams and do
data protection as a prime concern.
not get victims.
Criminals don’t take vacations, and the business
Mobile App (NRB CLICK)
of fraud is growing. While banks feel contraction
during the current economic challenges, NRB Bank is using Mobile App from the commencement of its journey since 2013 with the limited
the business of fraud continues to grow. features. But to compete the new era of smart technology, IT & ADC Operations team are working to
The number of financial organizations being have a more advanced features of Mobile App. IT & ADC Operations team have already done scarce
attacked increased in recent time, and financial work on mobile app and implemented in live from where the user can ensure their transaction from
services still remains the most targeted industry, home or any network connected place. Using NRB Click customer can see all Account/Card/Agent
according to the Phishing Activity. banking information from one app. Fund transfer from NRB Bank Account/Card to Account/Card,
EFT to other bank Account/Card, Fund transfer to MFS account bKash/NAGAD, Bangla QR Payment,
We are glad to mention that our security system
Mobile Top-Up, Card Active/Inactive instantly, Credit card foreign part (USD) Enable/Disable, Check
is well enough compare to other organizations.
transaction history etc. are available in NRB Click app.
More over to enrich the security feature we have
started new project which are… Straight Banking
PCI-DSS Project NRB Bank has launched a new service titled ‘Straight Banking’ for corporate banking in
Bangladesh, with aims to make banking simpler and easier than before. This is already implemented
We starts PCI-DSS project to comply with VISA
in LIVE and corporate department is working effortlessly.
compliance and regulatory guidelines, and the

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 Straight banking service will make customer banking services one step ahead and simpler and These policies are documented, communicated
easier than before. As per memorandum of understanding (MoU), the corporate clients of NRB Bank (multiple times), enforced, and periodically
will be able to manage account information, initiate electronic fund transfer, disburse employee reviewed and updated.
salary and make other types of payment through ‘Straight Banking’ from their respective office.
ATM
Enrichment of Agent Banking System
NRB Banks motto is one card all ATM around
Rural customers are getting facilitated from agent banking. Bank have taken the right decision the Bangladesh anytime anywhere with no extra
at right time. To meet the new upcoming challenges every day IT & ADC Operations are working charge. The bank is providing best card related
competently and integrating with the 3rd party companies for utility payment arrangement in the support among the 4th generation bank. Even
agent banking system. So far IT & ADC Operations have provided Debit Card, Clearing, Loan etc. organization should emphasis reducing ATM
facilities under Agent Banking. crime and the increased threat of physical crime.
First and foremost is education. NRB bank (IT &
In House Development
ADC Operations) is very cautious about it. There
Banking technological dependencies are increasing by using foreign software’s. It is a big challenge are dashboard inside the ATM where guidelines
to get support from vendors for software’s and process automation. In the circumstances, a small in of doing transaction and security instruction is
house development team form under IT & ADC Operations department. Since then NRB bank is very shown. IT & ADC Operations team have send
much focused on in house development. IT & ADC Operations team are doing its best to develop the SMS, e-mail in different time period to its
different software and some major developments are: valued customers about using the ATM and its
safety such as pulling the locked door closed
e-Statement e-Learning behind when doing any transaction, counting
e-Signature Auto LC Advice (for Customer) the money before leaving the area, contact call
Tag Report Scrap Book center if card is captured etc.
Attendance Module Utility Bill Payment Secondly is a physical preventive such as
File Sharing Meeting Management System video cameras, sufficient lighting, un-obscured
placement, security mirrors and functioning
Credit Card Payment Module Auto Charge Collection Systems locked doors etc.
Auto RIT and ISS reporting System Loan Origination System (NLOS)
Digital Marketing
CL Automation System Online Transaction Monitoring System
IT & ADC Operations of NRB bank is trying its
MIS best to do digital marketing of every products
The banking MIS & Development team is under the application team who are developing different in a productive manner. In the context, IT &
reports as per business requirement. All foreign Core Banking System (like ORACLE FLEXCUBE) ADC Operations team is continuously providing
have report as per international requirement and Bank’s resolution of report recording is not served different mails (regarding products) to all the
by those. As our Core Banking System is a foreign system so we have to developed the reports employees as well to the valued customers.
as per banks internal business requirement of different departments. IT & ADC Operations are The products details are also shown in the link
also developing the reports for external purpose i.e. as per Bangladesh bank requirement such as from where all the employees are acknowledged
CIB reporting, CTR Reporting etc. So far IT & ADC Operations have developed around 250 reports about those and let the customer know about
according to business requirement. The reports belong to diverse department as per their requisite them. IT & ADC Operations team also help to
and also developed different reports for top management committee (known as Executive Reports). publish the details of products in the social
IT & ADC Operations are still working its best on reports development. media like Facebook, twitter and other site as
the new era is very much focused on social
Green Banking Medias.
Sustainable finance guidelines as per Bangladesh bank it is important to focus on green banking.
Though NRB Bank is a small 4th generation bank but the bank is very courageous to take such
initiative. With the help of IT & ADC Operations different stakeholders are using DMS, green-pin for
card, and other systems to be ecological. NRB Bank is incorporating with the latest technology and
trying its best to be paperless.
Data Protection
Data is extremely important, so it should be extremely secure. Data loss prevention solutions monitor
and protect sensitive data on the network and block it from leaving the network unauthorized. In
addition, data security policy are maintained. This defines approved methods to securely transfer or
a n n u a l r e p o r t 2020

share data and define restricted methods to help stop the use of unsupported or unsafe services
and applications. Policies are very specific on what is acceptable for all employees. They should
include information about email policies, mobile devices, social networking, and internet usage.

202
Correspondent
Banking
(Financial Institutions)
Correspondent Bank performs certain operations on behalf of another bank,
usually in a different country. We, as a Bangladeshi bank mostly act as respondent
bank, have to rely on the reputed global and regional banks who offers different
correspondent banking services. As a respondent bank, we usually obtain the array
compliance program of global correspondent
of services through various correspondent banks like: advising LCs, handling import banks.
and export documents, maintaining Nostro Accounts in different currencies (i.e.
There is no exception for Bangladesh as well
USD, AUD, EUR, GBP, JPY, RMB etc.) and availing credit lines to ensure different in terms of facing immense challenge while
trade financing facilities. establishing & maintaining RMA and availing
credit lines from foreign correspondent banks.
The challenges are: stable revenue growth,
strong balance sheet, strict ML&TF measures,
corporate governance and management
capacity, ‘concentration risk’ as reliance on few
large foreign banks. It is to be mentionable that,
the average trade financing rate is higher in
Bangladesh among the South Asian countries
because of country risk.
Bearing these facts and challenges, NRB
bank has successfully accommodated a good
number of trade transactions which require
correspondent banking facilities. We managed
to widen our correspondent network in 43
Fig: RMA network
countries around the world. We are maintaining
of NRB Bank
RMA with 137 nos. of foreign correspondent
across the globe banks. NOSTRO accounts in all major tradable
currencies have been established. A healthy
volume of transaction is being channelized
Although correspondent banking is the they are cutting down the business appetite through them while meeting their rigorous AML/
foundation for cross-border transaction, it is gauging their respective risk appetite. KYC requirements time to time. NRB bank is
being threatened since last ten years by an registered with IRS (Internal Revenue Services),
overenthusiastic interpretation and enforcement The impact of the de-risking has now been
rebounded to some extent, as development U.S. to comply FATCA regulations and obtained
of strict policies aimed at preventing money GIIN (Global Intermediary Identification Number)
laundering and terrorist financing. The number institutions such as the World Bank, IMF
etc. are now working in tandem to redefine as ELTG2L.99999.SL.050. We are adhering all
of relationships between banks have been regulatory compliance and guidelines though our
declining largely, because the industry has been correspondent banking business with an
expectation to bridge the gap between continuous effort and internal insights. We have
trying to avoid risk-prone services, although also registered our name in Bankers Almanac
there are ample business opportunities. Actually uncertainty in regulator expectation and
and SWIFT KYC Registry.

NOSTRO Accounts
FCY Correspondent Bank SWIFT/BIC Account No CP FX MM
ACU EUR United Bank of India, Kolkata UTBI IN BB 0084050097389 CP FX MM
ACU USD United Bank of India, Kolkata UTBI IN BB 0084050097370 CP FX MM
ACU AB Bank Limited, Mumbai ABBL IN BB 5001-000079-155 CP FX MM
EUR Aktif Yatirim Bankasi AS, Istanbul CAYT TR IS 7260597 CP FX MM
GBP Aktif Yatirim Bankasi AS, Istanbul CAYTTRIS 9397558 CP FX MM
JPY Mizuho Bank Ltd, Tokyo MHCB JP JT 7151010 CP FX MM
USD Habib American Bank, New York HANY US 33 20729250 CP FX MM
USD Mashreq Bank PSC, New York MSHQ US 33 70010167 CP FX MM
SAR National Commercial Bank, KSA NCBK SA JE 88347001005402 CP FX MM

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 KEY
Activities 2020

NRB Bank Holds Mr. Mohammed Mahtabur Rahman, Chairman of NRB Bank Limited has inaugurated the Annual Business Conference 2020 on 25 January 2020 at Dhaka Regency Hotel & Resort. Among
others: Vice Chairmen of the Bank Mr. Tateyama Kabir & Mr. Kamal Ahmed, Chairman of the Executive Committee Mr. M Badiuzzaman, Chairman of the Audit Committee Mr. Imtiaz Ahmed,
Annual Business Chairman of the Risk Management Committee Dr. Nesar Ahmed Choudhury, Founder Chairman of the Bank Mr. Iqbal Ahmed OBE DBA and other Directors, Managing Director & CEO
Conference-2020 Mr. Md. Mehmood Husain, Additional Managing Director Mr. Mamoon Mahmood Shah, Deputy Managing Director Mr. Md. Khurshed Alam, Senior Management Team, Managers from 46
Branches along with Divisional/Departmental heads were also present on the occasion. The conference evaluated the performance of the last year and adopted necessary strategies and
action plan to achieve the target for the remaining time of the year.
NRB Bank Limited launched mobile banking app “NRB Click”

Mr. Mohammed Mahtabur Rahman, Chairman of NRB Bank Limited formally

launched the Bank’s Mobile Banking App “NRB Click” by cutting a cake at a simple
ceremony held at Bank’s Corporate Head Office, Gulshan, Dhaka on March 15, 2020.
Through this App the customers of NRB Bank can easily access their account and
make transection like cash-in, cash-out, fund transfer, utility bill payment etc. Among
others: Vice Chairman of the Bank Mr. Tateyama Kabir, other Directors, Managing
Director & CEO Mr. Md. Mehmood Husain were also present on the occasion.

NRB Bank Limited organized day-long workshop on “Work

Order Financing”
Mr. Md. Mehmood Husain, Managing Director & CEO of NRB Bank Limited poses
with the participants of the day-long workshop on “Work Order Financing” at
Bank’s Learning & Development Center, Dhaka recently. Mr. Md. Khurshed Alam,
Deputy Managing Director of the Bank Mr. Mohammed Md. Sahidul Islam, SVP &
Unit Head, Corporate Banking, Mr. A.T.M. Zamal Uddin, Head of SME and Mr. Syed
Akhlakuzzaman, Head of Learning & Development were present. High officials
and Executives from Corporate Head Office and Branches were participated in the
workshop.
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NRB Bank Limited Inaugurates Mujib Corner
On the occasion of Father of the Nation Bangabandhu Sheikh Mujibur Rahman’s birth
centenary, NRB Bank Limited inaugurated Mujib Corner at it’s Corporate Head Office
(2nd Floor), Dhaka on 15 March 2020. Mr. Mohammed Mahtabur Rahman, Chairman
of the Bank formally inaugurated the Mujib Corner as Chief Guest. Among others Vice
Chairman of the Bank Mr. Tateyama Kabir, other Directors and Managing Director &
CEO Mr. Md. Mehmood Husain were also present on the occasion.

NRB Bank signed an Agreement with Fareast Islami

Life Insurance Company Ltd. on Straight Banking
Service
Mamoon Mahmood Shah, Additional Managing Director of NRB Bank Limited and
Mr. Md. Hemayet Ullah, MD & CEO of Fareast Islami Life Insurance Company Limited
exchanged documents after signing an agreement on Thursday, 19 March 2020 at
the Head Office of Fareast Islami Life Insurance Company Limited, Dhaka on Straight
Banking. Under the agreement NRB Bank Ltd introducing an Straight Banking System
which will enable their Corporate Clients to Overview their Account Information,
Transfer Fund, EFT, Disburse employee’s salary and other payments with secure
channel. Mr. A.K.M. Kamal Uddin, the Head of Corporate Banking of NRB Bank
Limited, Mr. Abu Md. Sabbir Hassan Chowdhury, SVP, Head of IT & ADC Operations,
Mr. Abdul Zabed, In-Charge of Corporate Liability, Mr. Md. Majedul Islam, AMD &
Head of IT, Mohammed Alamgir Kabir, FCA, DMD & CFO & SK. Abdur Razzaque,
SEVP & In charge, Banking & Inv. Department, PF Departmentof Fareast Islami Life
Insurance Company Limited and the concerned officials of both the organizations
were present on this occasion.

NRB Bank Limited Celebrated International Women’s Day

2020
NRB Bank Limited Celebrated International Women’s Day 2020 with the participation
of successful women Entrepreneurs on 8th March 2020, at the Corporate Head
Office of the Bank by cutting cake. Managing Director and CEO Mr. Md. Mehmood
Husain was present as the Guest of Honor to encourage the women’s participation
in the banking sector and to inspire all the women officials of the bank. Mrs.
Shahnewaz Ayesha Akhtar Jahan, Directors of Renaissance Group and Managing
Director of Pandora Associates Ltd, Dr. Shamim Imam, Chairman of Picard
Bangladesh Ltd and Mrs. Amrita Makin Islam Deputy Managing Director of Picard
Bangladesh Ltd. attended as special guest and share their success story among the
participants

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 NRB Bank Limited signed an Agreement with Trans-Fast
Remittance LLC (TRANSFAST) for disbursing Foreign
Remittance throughout the country.
Mr. Md. Mehmood Husain, Managing Director and CEO of NRB Bank Limited and Mr.
Mohammad Khairuzzaman, Country Director-Bangladesh of Trans-Fast Remittance
LLC exchanged documents after signing an agreement at the Corporate Head Office
of NRB Bank Limited on July 1, 2020. Mr. Md. Khurshed Alam, Deputy Managing
Director and Mr. Milton Roy, Head of Agent Banking Division & Foreign Remittance
Department were, among others, present in this precious event.

Mr. Mamoon Mahmood Shah, Managing Director & CEO (Current Charge) of NRB Bank Limited along with Senior Management Team is seen cutting cake to
NRB Bank Limited celebrates 7th celebrate the Bank’s 7th Anniversary with the slogan ‘Marching Towards Success & Sustainability’ in a function held at Bank’s Corporate Head Office, Dhaka
today (04 August 2020). Due to Corona Virus Pandemic Management of the Bank has decided to celebrate this anniversary through digital platform. Mr. Md.
Anniversary Khurshed Alam, Deputy Managing Director, Members of Senior Management Team and Senior Executives of the Corporate Head Office of NRB Bank Limited
are, among others, seen in the picture.
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NRB Bank Limited & Genetica Industries Limited signed
an Agreement for providing Agent Banking Services all
over the country.
Mr. Mamoon Mahmood Shah, Managing Director and CEO (CC) of NRB Bank Limited
and Mrs. Ashmita Irad Ali, Managing Director of Genetica Industries Limited are
exchanging documents after signing an Agreement at the Bank’s Corporate Head
Office on 07 September, 2020. The Head of Agent Banking & FRD, Mr. Milton
Roy signs the Agreement on behalf of the Bank. As per this agreement, Genetica
Industries Limited will provide Agent Banking Services to the marginalized people
of our country through their 1500 distributors’ channel as a Master Agent. Bank’s
Head of IT & ADC Mr. Abu Md. Sabbir Hasan Chowdhury, President & Chief Operating
Officer of Genetica Industries Limited, Mr. Irad Ali, Head of Sales & Marketing, Mr.
Md. Mizanur Rahman and the Officials of the Bank’s Agent Banking Division are,
among others, present on the occasion.

NRB Bank Limited signed an agreement with Grand Palace

Hotel & Resorts Limited

Mr. Mamoon Mahmood Shah, Managing Director & CEO (CC) of NRB Bank Limited
and Mr. Shamsul Alam Pantho, Director, Grand Palace Hotel & Resorts Limited
a sister concern of SA Group Ltd . has exchanged documents after signing an
agreement at Bank’s Corporate Head Office, Dhaka on 04 October 2020 on behalf
of respective organizations. Under the agreement, Debit & Credit Cardholders of NRB
Bank Limited will get 45% discount on room rent and 10% discount on food menu
at Grand Palace Hotel & Resorts Limited. Mr. Md. Khurshed Alam, Deputy Managing
Director of NRB Bank Limited, Mr. A K M Kamal Uddin, Head of ICCD, Mr. Md. Zakir
Hossain, Head of Business, Card Division and Mr. Md. Md. Abu Seheri Forhad,
Manager, Sales & Marketing of Grand Palace Hotel & Resorts Limited were also
present on the occasion.

NRB Bank Limited signed an agreement with Sara

Resort
Mr. Mamoon Mahmood Shah, Managing Director & CEO (CC) of NRB Bank
Limited and Mr. Ahmad Raquib, General Manager of Sara Resort a sister concern
of Fortis Group Limited. has exchanged documents after signing an agreement at
Bank’s Corporate Head Office, Dhaka on 20 October 2020 on behalf of respective
organizations. Under the agreement, Debit & Credit Cardholders of NRB Bank Limited
will get 25% discount on room at Sara Resort. Mr. Md. Khurshed Alam, Deputy
Managing Director of NRB Bank Limited, Mr. A K M Kamal Uddin, Head of ICCD,
Mr. Mir Shafiqul Islam, Head of Card Division and Mahira Habib, Head of Business
Development & Corporate Sales of Sara Resort were also present on the occasion.

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 NRB Bank’s Dilkusha Branch Shifted to new location

Mr. Mamoon Mahmood Shah, Managing Director & CEO (CC) of NRB Bank Limited
is inaugurating Bank’s Dilkusha Branch in its new location at Boliyadi Manson,
14, Dilkusha C/A, Dhaka on 01 November 2020. Mr. Md. Khurshed Alam, Deputy
Managing Director of NRB Bank Limited, among others, seen in the picture.

NRB Bank Limited signed an agreement with Kuakata Grand

Hotel & Sea Resort

Mr. Mamoon Mahmood Shah, Managing Director & CEO (CC) of NRB Bank Limited
and Nasreen Jahan Ratna, MP, Chairman of Kuakata Grand Hotel & Sea Resort
has exchanged documents after signing an agreement at Bank’s Corporate Head
Office, Dhaka on 11 November 2020 on behalf of respective organizations. Under
the agreement, Debit & Credit Cardholders of NRB Bank Limited will get up to
70% discount on room rent, 15% discount on food menu and 60% discount on
conference room at Kuakata Grand Hotel & Sea Resort. Mr. Md. Khurshed Alam,
Deputy Managing Director of NRB Bank Limited, Mr. A K M Kamal Uddin, Head of
ICCD, Mr. Mir Shafiqul Islam, Head of Cards and Mr. Arif Ahmed, General Manager,
Kuakata Grand Hotel & Sea Resort were also present on the occasion.

NRB Bank Ltd. holds 7th Annual General Meeting

The 7th Annual General Meeting (AGM) of NRB Bank Limited was held on 23rd
December 2020 at The Corporate Head Office, Gulshan, Dhaka. Mr. Mohammed
Mahtabur Rahman, Chairman of the Bank presided over the meeting. Among
others Vice Chairman Mr. Tateyama Kabir, Chairman of Executive Committee Mr. M
Badiuzzaman, Chairman of Audit Committee Mr. Imtiaz Ahmed, Founder Chairman
of the Bank Mr. Iqbal Ahmed OBE DBA and other members of the Board of Directors
& Shareholders, Managing Director & CEO (CC) Mr. Mamoon Mahmood Shah also
attended the meeting. Due to Covid-19, some directors & shareholders were present
physically through following proper hygienic rules while others attended virtually.
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Branch
Network

PRINCIPAL BRANCH DILKUSHA BRANCH

Simpletree Anarkali Baliadi Mansion (1st Floor)
89 Gulshan Avenue, Gulshan -1, Dhaka. 16 Dilkusha C/A, Dhaka-1000.
BANANI BRANCH SYLHET MAIN BRANCH
Classic Center (1st Floor) ManRu Shopping City (Ground Floor)
House # 1, Road # 11, Block # F, Banani, Dhaka-1213. 891 Mir Box Tula Road, Chowhatta, Kotwali, Sylhet-3100.
BOGURA BRANCH
MOULVIBAZAR BRANCH
Bogura Trade Centre (Ground Floor), 766(ii), Rangpur Road
Holding # 985 & 986 (1st Floor) M Saifur Rahman Road, Moulvibazar.
Dattabari, Borogola, Bogura-5800.
O.R. NIZAM ROAD BRANCH PANCHDONA BRANCH
Forum Central, 863/B, M.M. Ali Road Jubayer Tower (1st Floor)
Golpahar Circle, Mehedibag, Chattogram. Panchdona Bazar, Narshingdi Sadar, Narshingdi-1603.
JOYPARA BRANCH HOTAPARA BRANCH
Monowara Mansion (1st Floor), East Lotakhola Joypara Surma Valley, KRC Commercial and Residential Building, (1st Floor)
Dohar, Dhaka- 1330. Holding # 651, Hotapara, Gazipur Sadar, Gazipur- 1740.
UTTARA BRANCH
ASHULIA BRANCH
S M Tower (Ground & 1st Floor)
Ahsan Complex (1st Floor) Holding No.356/1, Bashundhara EPZ Road
House # 14, Road # 2, Sector # 3 , Jashimuddin Avenue , Uttara Model
Baipile, Ashulia, Savar, Dhaka-1349.
Town, Dhaka-1230.
CHATTOGRAM MAIN BRANCH PATENGA BRANCH
Joy Bangla Tower 2455/2514 Airport Road, (Padma Oil Co. Ltd. Guptakhal)
36 Agrabad Commercial Area, Chattogram-4000. Patenga, Chattogram.
GOALABAZAR BRANCH ZAJIRA BRANCH
Al Murad Plaza (1st Floor) House # 204, North Baiksha Zajira Municipality
Goalabazar, Osmaninagar, Sylhet-3124. Thana-Zajira, District-Shariatpur.
KHULNA MAIN BRANCH
CHAWKBAZAR BRANCH
Matribhasa Bhaban (1st Floor), House # 63, KDA Avenue
House #16, Water Works Road, Chawkbazar, Dhaka.
Sonadanga, Khulna.
BHULTA BRANCH
ATI BAZAR BRANCH
Rabet Al Hasan Shopping Center (1st Floor)
Bepari Plaza, Ghatarchar (Nayagon), Taranagar, Keranigonj, Dhaka.
Bhulta, Thana Rupgonj, Narayanganj.
LALDIGHIRPAR BRANCH
PALLA BAZAR BRANCH
Rahman Chamber (1st Floor), Holding # 3162
Vill- Palla, Thana- Chatkhil, Noakhali.
Raja G.C. Road, Laldighirpar, Bondarbazar, Sylhet.
SATKANIA BRANCH HEMAYETPUR BRANCH
Ula Miah Market (1st Floor), Keranihat Lalon Tower and Shopping Complex (1st Floor)
Satkania, Chattogram. 1576 Hemayetpur, Savar, Dhaka.
MADHABPUR BRANCH RAJSHAHI BRANCH
Saiham Future Complex (1st Floor) 166 (1st floor), Sultanabad (New Market)
Madhabpur Bazar, Madhabpur, Habigonj-3331. Ghoramara, Boalia, Rajshahi.
RAHIMANAGAR BAZAR BRANCH DHANMONDI BRANCH
A. H. Munshi Tower (1st floor) Green City Square, Plot # 750 (old)
Rahimanagar Bazar, Kachua, Chandpur. Satmasjid Road, Dhanmondi, Dhaka.

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 CUMILLA BRANCH MOGRAPARA BRANCH
Parvin Square, 36, Kandirpar, Ramghat, Laksham Road, Cumilla. Ambia Plaza, Mograpara Chowrasta. Sonargaon, Narayanganj.
SREEPUR BRANCH SHAFIPUR BRANCH
Nurul Islam Khan Complex, Plot # 243, Block # B, DB Road K Z Tower, Holding # 70/1 Shafipur Bazar
Sreepur Pourashava, Sreepur, Gazipur. Kaliakoir Pourashava, Kaliakoir, Gazipur.
FENI BRANCH GHONAPARA BRANCH
Hoque Square, 27/1, SSK Road, Feni Sadar, Feni. Zaman Centre, Gobra, Ghonapara, Gopalganj.
PAHARTALI RAOZAN BRANCH KAZIRHAT BRANCH
Haji Moqbul Tower (1st floor), Pahartali, Chowmuhani Bazar Five Star Super Market, Dubisaybor, Baro Kandi
Raozan, Chattogram. Kazirhat, Zajira, Shariatpur.
KADAMTOLI BRANCH
ISHWARDI BRANCH
Rashed Iron Market,1st Floor (North Side), Bondo Darkpara
Holding # 971/972 (1st Floor), Station Road, Ishwardi, Pabna.
Highway Road, Kadamtali, Keraniganj, Dhaka.
MIRPUR BRANCH MEDICAL ROAD BRANCH
HAL- GBDL Kazi Morning Glory, House # 15, Road # 03, Block # A Iscon Market, Medical Road, Jugaltila, Kazalshah, Sylhet.
Mirpur-11, Dhaka.

DEBIDWAR BRANCH PANCHABATI BRANCH

Shopnil Tower, Holding # 252, Ward # 05, Debidwar, Cumilla. Abdur Gafur Super Complex, Harihorpara, Panchabati, Narayanganj.

PURBACHAL BRANCH
NAYABAZAR BRANCH
Hazi Abdul Samad Shopping Complex, Brammankhali (Habib Nagar)
2/1, Ananda Mohon Basak Lane, Nayabazar, Dhaka.
Near Kanchan Bridge, Rupganj, Narayanganj.
JAFLONG BRANCH
JASHORE BRANCH
Lebu Chairman Building, Holding # 352
16 R.N Road, Jashore.
Mamar Bazar, Gowainghat, Jaflong, Sylhet.
PRAGATI SARANI BRANCH
The Alliance Building (Ground Floor), 63/Ka,
Paragati Sarani, Baridhara, Dhaka-1212.
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ATM
Network

Principal Branch ATM Rahimanagar Bazar Branch ATM

Simpletree Anarkali (Ground Floor) A. H. Munshi Tower (Ground Floor)
89 Gulshan Avenue, Gulshan-1, Dhaka-1212. Rahimanagar Bazar, Kachua, Chandpur.

CHO Extension ATM Dilkusha Branch ATM

House # 43/A, Road # 24, Gulshan Avenue, Gulshan, Dhaka-1212. Baliadi Mansion (1st Floor), 16 Dilkusha C/A, Dhaka-1000.

Banani ATM Sylhet Main Branch ATM

House # 26 (Ground Floor) Road #11, Block # F ManRu Shopping City (Ground Floor) 891 Mir Box Tula Road
Banani, Dhaka - 1213. Chowhatta, Kotwali, Sylhet- 3100.
Bogura Branch ATM Moulvibazar Branch ATM
Bogra Trade Centre (Ground floor), 766(ii) Rangpur Road Holding # 985 & 986 (Ground Floor)
Datta Bari, Borogola, Bogra- 5800. M Saifur Rahman Road, Moulvibazar.

O.R. Nizam Road Branch ATM Panchdona Branch ATM   

Forum Central, 863/B, M.M. Ali Road Jubayer Tower (Ground floor)
Golpahar Circle, Mehedibag, Chattogram. Panchdona Bazar, Narsingdi Sadar, Narsingdi-1603.

Joypara Branch  ATM Hotapara Branch ATM   

Monowara Mansion (Ground floor) Surma Valley (KRC Commercial and Residential Building, Ground Floor)
East Lotakhola, Joypara Dohar, Dhaka- 1330. Holding # 65, Hotapara, Gazipur Sadar Gazipur-1740.
Uttara Branch ATM Ashulia Branch ATM
S M Tower, House # 14, Road # 2, Sector # 3 Ahsan Complex (Ground Floor), Holding # 356/1, Bashundhara EPZ
Jashimuddin Avenue, Uttara Model Town, Dhaka-1230. Road, Baipile, Ashulia, Savar, Dhaka- 1349.
Chattogram Main Branch ATM Zajira Branch ATM
Joy Bangla Tower House # 204, North Baiksha Zajira Municipality
36 Agrabad Commercial Area, Chattogram-4000. Zajira, Shariatpur.
Goala Bazar Branch ATM
Chawkbazar Branch ATM
Al Murad Plaza (Ground floor), Goala Bazar
House #16, Water Works Road,Chawkbazar, Dhaka.
Osmaninagar, Sylhet-3124.
Khulna Main Branch ATM Bhulta Branch ATM
House # 63, Matribhasa Bhaban Rabet Al Hasan Shopping Center (1st Floor) Bhulta
KDA Avenue, Sonadanga, Khulna. Rupganj, Narayanganj.
Laldighirpar Branch ATM
Ati Bazar Branch ATM
Rahman Chamber, Holding # 3162, Raza G.C. Road
Bapari Plaza, Ghatarchar (Nayagon) Taranagar, Keraniganj, Dhaka.
Ward-14, Laldigirpar, Bondar Bazar, Sylhet.
Hemayetpur Branch ATM
PallaBazar Branch ATM
Lalon Tower And Shopping Complex
Vill- Palla, Thana- Chatkhil, Noakhali. 1576 Hemayetpur, Savar, Dhaka.
Satkania Branch ATM Rajshahi Branch ATM
Ula Miah Market (1st Floor) Keranihat, Satkania, Chattogram. 166 Sultanabad (New Market), Ghoramara, Boalia, Rajshahi.

Madhabpur Branch ATM Dhanmondi Branch ATM

Green City Square, Plot # 750 (old)
Sayhum Future Complex Madhabpur Bazar Madhabpur, Habiganj-3331. Satmasjid Road, Dhanmondi, Dhaka.
Cumilla Branch ATM Mograpara Branch ATM
Parvin Square 36, Kandirpar, Ramghat, Laksham Road, Cumilla. Ambia Plaza, Mograpara Chowrasta , Sonargaon, Narayanganj.

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 Sreepur Branch ATM Shafipur Branch ATM
Nurul Islam Khan Complex, Plot # 243, Block # B, DB Road K Z Tower, Holding # 70/1 Shafipur Bazar, Kaliakoir Pourashava
Sreepur Pourashava, Sreepur, Gazipur. Kaliakoir, Gazipur.
Feni Branch ATM Ghonapara Branch ATM
Hoque Square 27/1 SSK Road, Feni Sadar, Feni. Zaman Centre, Gobra, Ghonapara, Gopalganj.
Pahartali Raozan Branch ATM Kazirhat Branch ATM
Haji Moqbul Tower, Pahartali, Chowmuhani Bazar Five Star Super Market, Dubisaybor, Baro Kandi
Raozan, Chattogram. Kazirhat, Zajira, Shariatpur.
Kadomtoli Branch ATM
Ishwardi Branch ATM
Rashed Iron Market (North Side), Bondo Darkpara, Highway Road
Holding # 971/972, Station Road, Ishwardi, Pabna.
Kadamtali, Keraniganj, Dhaka.
Mirpur Branch ATM
Medical Road Branch ATM
HAL- GBDL Kazi Morning Glory, House # 15, Road # 03, Block # A
Iscon Market, Medical Road, Jugaltila, Kazalshah, Sylhet.
Mirpur-11, Dhaka.

Debidwar Branch ATM Panchaboti Branch ATM

Shopnil Tower, Holding # 252, Debidwar, Cumilla. Abdur Gafur Super Complex, Harihorpara, Panchabati, Narayanganj.

Purbachal Branch ATM

Jashore Branch ATM
Hazi Abdul Samad Shopping Complex
16 R.N Road, Jashore.
Brammankhali (Habib Nagar), Near Kanchan Bridge, Rupganj, Narayanganj.
Jaflong Branch ATM PRAGATI SARANI BRANCH
Lebu Chairman Building, Holding # 352 The Alliance Building (Ground Floor), 63/Ka,
Mamar Bazar, Gowainghat, Jaflong, Sylhet. Paragati Sarani, Baridhara, Dhaka-1212.
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