Chapter – ONE

Introduction

11
1.1 Background
The internship report is the fulfillment of an active part of the internship program as per
requirements for completing the BBA program. As an intern attach with Mercantile Ban
k Limited, naturally the selected report will be related to the area by which the organiza
tion can be influenced. Mercantile Bank Limited is the private scheduled Bank of the c
ountry. It is significant part of the Banking and financing sectors of Bangladesh, which i
s always playing an important role to improve the banking and financing in this country.

Bangladesh is one of the developing countries in the world. The economy of the countr
y has a lot left to be desired and there are lots of scopes for massive improvement. In
an economy like this, banking sector can play a vital role to improve the overall social-
economic condition of the country. The banks by playing the role of an intermediary ca
n mobilize the excess fund of surplus sectors to provide necessary finance, to those se
ctors, which are needed to promote for the sound development of the country. In this r
egard Mercantile Bank Limited by dint of rendering the overall banking services has be
en playing active role in the development of our economy.

This report is an attempt to reflect the position of Mercantile Bank Limited in the bankin
g industry of the country in respect of its activities in the arena of overall banking servic
es- General Banking, International Trade and Local Financing.

12
1.2. Rationale of the Study
There is Human Resource types of schedule commercial banks are in our country. The
y are Nationalized Commercial Banks, Local Private Commercial banks and Foreign P
rivate Commercial banks. Mercantile Bank Limited has discovered a new horizon in th
e field of banking area, which offers General Banking, Investment and Foreign Exchan
ge banking system.

So I have decided to study on the topic “An Analysis of Employee’s Satisfaction an

d Customer Recourse Management of Mercantile Bank Limited”.

Because the BBA program is an integrated, practical and theoretical method of learnin
g, the students of this program are required to have practical exposure in any kind of b
usiness organization last term of this course. This report on practical orientation has be
en oriented above thinking. Students are required to work on a specific topic based on
their theoretical and practical knowledge acquires during the period of Dissertation Pro
gram and then submits it to the teacher. That is why we prepared this report.

13
1.3 Origin of the Report

Now-a-days, education is not just limited to books and classrooms. In today’s world ed
ucation is the tool to understand the real world and apply knowledge for the betterment
of the society as well as business. From education we gain the theoretical knowledge f
rom our courses of study, which is only the half way of the subject-matter. Practical kno
wledge is also very much significant that it has no alternative. The perfect coordination
between theory and practice is of paramount significant in the context of the modern b
usiness world in order to resolve the dichotomy between two areas. Therefore, an opp
ortunity is offered by Bachelor of Business Administration (BBA) Program of
Bangladesh Open University, for its potential Business Graduates to get human Resou
rce months practical experience with professionals, which is known as “Internship Prog
ram”. For the completion of this internship program, as the part of achieving the profes
sional degree, BBA, my study was placed in the bank name “Mercantile Bank Limited”
Kawran Bazar Branch. Internship Program brings a student closer to the real life situ
ation and thereby helps to launch a career with some prior experience.

The report is entitled as An Analysis of Employee’s Satisfaction and Customer Rec

ourse Management of Mercantile Bank Limited” originated from the fulfillment of th
e internship program. For the purpose of this program each and every student of BBA
has to attach with an organization.

1.4 Objectives of the Study

The objectives of this study are as follows:

 To find out the overall picture of Human Recourse Management of Mercantile B

ank Limited.
 To find out detailed functions of Human Recourse Management.
 To identify the problems related of Human Recourse Management faced by Mer
cantile Bank Limited.
 To demonstrate their Strength, Weakness, Opportunities and Human Resource
eats.

14
1.5. Methodology of the Study
The study is qualitative in nature. In depth interview of the company personnel, various
official documents, case study, circulars were used as instruments to collect informatio
n.

Several group discussions arranged with the concern official of the different wing of de
partment of Mercantile Bank Limited, Human Recourse Department. The study contain
s a huge amount of data and information. In preparing this report, I had to follow some
methods to collect information:

1.6. Sources of Data

Data is the main ingredient for any research. Data can be collected from the field and f
rom any other sources. When any data is collected from the field that is called primary
data and from any other sources is called secondary data.

Secondary Data are the interpretations of primary data. Encyclopedias, textbooks, han
dbooks, magazine and newspaper articles, and most newscasts are considered secon
dary information sources. Indeed, nearly all reference materials fall into this category. I
nternally, sales analysis summaries and investor annual reports would be examples of
secondary sources as they are compiled from a variety of primary sources. However,
various sources are given below which I have considered in writing the report:

 Primary data or information: For collecting primary data/information I would fo

llow interview method. I collect my primary information human resource face to f
ace interview and discussion with the officers of different wings of Mercantile Ba
nk Limited, Human Recourse Department.
 Secondary data/information: For secondary data/information I have gone Hu
man Resource different types of publications. I had also used published data. T
hese are:
 Various publications of Mercantile Bank Limited.
 Annual report.
 Various reports were collected from internal bodies and library.
 Main papers and documents were collected from different wings and des
ks.

15
1.7. Limitation of the Study
There were some problems efforts was applied to conduct the orientation program. A w
holehearted effort was applied to conduct the orientation program and to bring a reliabl
e and fruitful result.

In spite of having the wholehearted effort, there exit some limitation, which acted a barr
ier to conduct the program.

The study has suffered following limitations:

i. Respondents were reluctant to fill the questionnaire, which has impeded the pre
paration of the study.
ii. Validity of the study is subject to the reply of the respondent.
iii. Because of the resource constraint survey as per the sample size was not possi
ble which has restricted the accuracy of the result.
iv. All the concerned personnel of the bank have not been interviewed.
v. Lack of in-depth knowledge and analytical ability for writing such study.
vi. Lack of experience.
vii. To analyze SWOT of an emerging market is a wide survey material. But time co
nstraint restricted the study to specific feature.

16
 Chapter – TWO

Banking Industry i
n
Bangladesh

17
2.1. Overview of Banking Sector
The banking system at independence consisted of two branch offices of the former Sta
te Bank of Pakistan and seventeen large commercial banks, two of which were controll
ed by Bangladeshi interests and human resource by foreigners other than West Pakist
anis. There were fourteen smaller commercial banks. Virtually all banking services wer
e concentrated in urban areas. The newly independent government immediately desig
nated the Dhaka branch of the State Bank of Pakistan as the central bank and rename
d it the Bangladesh Bank. The bank was responsible for regulating currency, controllin
g credit and monetary policy, and administering exchange control and the official foreig
n exchange reserves. The Bangladesh government initially nationalized the entire dom
estic banking system and proceeded to reorganize and rename the various banks. For
eign-owned banks were permitted to continue doing business in Bangladesh.

The insurance business was also nationalized and became a source of potential inves
tment funds. Cooperative credit systems and postal savings offices handled service to
small individual and rural accounts. The new banking system succeeded in establishin
g reasonably efficient procedures for managing credit and foreign exchange. The prim
ary function of the credit system human Resource outhouse the 1970s was to finance t
rade and the public sector, which together absorbed 75 percent of total advances. The
government's encouragement during the late 1970s and early 1980s of agricultural dev
elopment and private industry brought changes in lending strategies. Managed by the
Bangladesh Krishi Bank, a specialized agricultural banking institution, lending to farme
rs and fishermen dramatically expanded. The number of rural bank branches doubled
between 1977 and 1985, to more than 3,330. Denationalization and private industrial g
rowth led the Bangladesh Bank and the World Bank to focus their lending on the emer
ging private manufacturing sector. Scheduled bank advances to private agriculture, as
a percentage of sectoral GDP, rose from 2 percent in FY 1979 to 11 percent in FY 198
7, while advances to private manufacturing rose from 13 percent to 53 percent.

The transformation of finance priorities has brought with it problems in administration.

No sound project-appraisal system was in place to identify viable borrowers and projec
ts. Lending institutions did not have adequate autonomy to choose borrowers and proj
ects and were often instructed by the political authorities. In addition, the incentive syst
em for the banks stressed disbursements rather than recoveries, and the accounting a
nd debt collection systems were inadequate to deal with the problems of loan recovery.
It became more common for borrowers to default on loans than to repay them; the len
ding system was simply disbursing grant assistance to private individuals who qualified
for loans more for political than for economic reasons. The rate of recovery on agricult
ural loans was only 27 percent in FY 1986, and the rate on industrial loans was even w
orse.

As a result of this poor showing, major donors applied pressure to induce the govern

18
ment and banks to take firmer action to strengthen internal bank management and cre
dit discipline.

As a consequence, recovery rates began to improve in 1987. The National Commissio

n on Money, Credit, and Banking recommended broad structural changes in Banglade
sh's system of financial intermediation early in 1987, many of which were built into a h
uman Resource ee-year compensatory financing facility signed by Bangladesh with th
e IMF in February 1987. One major exception to the management problems of Bangla
deshi banks was the Grameen Bank, begun as a government project in 1976 and esta
blished in 1983 as an independent bank. In the late 1980s, the bank continued to provi
de financial resources to the poor on reasonable terms and to generate productive sel
f-employment without external assistance. Its customers were landless persons who to
ok small loans for all types of economic activities, including housing. About 70 percent
of the borrowers were women, who were otherwise not much represented in institution
al finance. Collective rural enterprises also could borrow from the Grameen Bank for in
vestments in tube wells, rice and oil mills, and power looms and for leasing land for joi
nt cultivation. The average loan by the Grameen Bank in the mid-1980s was around Tk
2,000 (US$65), and the maximum was just Tk18,000 (for construction of a tin-roof hou
se). Repayment terms were 4 percent for rural housing and 8.5 percent for normal len
ding operations.

The Grameen Bank extended collateral-free loans to 200,000 landless people in its fir
st 10 years. Most of its customers had never dealt with formal lending institutions befor
e. The most remarkable accomplishment was the phenomenal recovery rate; amid the
prevailing pattern of bad debts Human Resource doughnut the Bangladeshi banking s
ystem, only 4 percent of Grameen Bank loans were overdue. The bank had from the o
utset applied a specialized system of intensive credit supervision that set it apart from
others. Its success, though still on a rather small scale, provided hope that it could con
tinue to grow and that it could be replicated or adapted to other development-related pr
iorities. The Grameen Bank was expanding rapidly, planning to have 500 branches hu
man resource doughnut the country by the late 1980s.

Beginning in late 1985, the government pursued a tight monetary policy aimed at limiti

19
ng the growth of domestic private credit and government borrowing from the banking s
ystem. The policy was largely successful in reducing the growth of the money supply a
nd total domestic credit. Net credit to the government actually declined in FY 1986. Th
e problem of credit recovery remained a human Resource eat to monetary stability, res
ponsible for serious resource misallocation and harsh inequities. Although the govern
ment had begun effective measures to improve financial discipline, the draconian contr
action of credit availability contained the risk of inadvertently discouraging new econo
mic activity. Foreign exchange reserves at the end of FY 1986 were US$476 million, e
quivalent to slightly more than 2 months worth of imports.

This represented a 20-percent increase of reserves over the previous year, largely the
result of higher remittances by Bangladeshi workers abroad. The country also reduced
imports by about 10 percent to US$2.4 billion. Because of Bangladesh's status as a le
ast developed country receiving concession loans, private creditors accounted for only
about 6 percent of outstanding public debt. The external public debt was US$6.4 billion,
and annual debt service payments were US$467 million at the end of FY 1986.

At independence the value of the taka, Bangladesh's unit of currency, was set between
7.5 and 8.0 to US$1. With the exception of FY 1978, the taka's value relative to the dol
lar declined every year from 1971 Human Resource ought the end of 1987. To help off
set this phenomenon, Bangladesh first used the compensatory financing facility of the I
nternational Monetary Fund (IMF--see Glossary) in FY 1974. Despite the increasing ne
ed for assistance, the Mujib government was initially unwilling to meet the IMF's conditi
ons on monetary and fiscal policy. By FY1975, however, the government revised its sta
nce, declaring a devaluation of the taka by 56 percent and agreeing to the establishme
nt by the World Bank of the Bangladesh Aid Group. Between 1980 and 1983, the taka
sustained a decline of some 50 percent because of deterioration in Bangladesh's bala
nce of payments. Between 1985 and 1987, the taka was adjusted in frequent incremen
tal steps, stabilizing again around 12 percent lower in real terms against the United Sta
tes dollar, but at the same time narrowing the difference between the official rate and t
he preferential secondary rate from 15 percent to 7.5 percent. Accompanying this struc
tural adjustment was an expansion in the amount of trade conducted at the secondary
rate, to 53 percent of total exports and 28 percent of total imports. In mid- 1987, the offi
cial rate was relatively stable, approaching Tk31 to US$1.

2.2 Schedule Banks in Bangladesh

Particulars Number of Banks
Nationalized commercial Bank 04

20
 Privatized commercial Bank 32
Specialize Bank 04
Foreign Bank 9
Co- Operative Bank 01
Grameen Bank 01
Total = 51
Table -1: Schedule Banks in Bangladesh

2.3. Battle of the Banks

The country banking industry has broken out of the monopoly of state-run banking insti
tution, leaving them to struggle in a losing battle against private commercial banks. Fro
m extent of network coverage to asset or deposit market control, the public commercia
l counterpanes. Bangladesh Bank, the regulator of all banking institutions of the count
ry, has categorized the banking industry into four distinctive categories: Sate owned C
ommercial Bank (SCBs), Sate owned Development Financial Institutions (DFIs), Privat
e Commercial Bank (PCBs), and Foreign Commercial Banks (FCBs). Banking Sector
performance data between 2004 to July 2010, compiled by central reveals only six ne
w branches were added to the 3,388 branches of the existing state-run banks during th
e period. From 2004 to mid 2010, the five existing state owned DFIs have added 38 br
anches across the country. On the other hand, the total number of breaches for 30 ope
rating PCBs jumped to 2427 from 1550 within just six and a half years, adding 877 ne
w branches, the Bangladesh Bank data reveals. Similarly to geographical area covera
ge, the state run banks, both SCBs and DFIs, have fallen behind in market share contr
ol as well. All 30 PCBs hold 57.55 percent market share as of July 2010 with Tk2, 539.
27 billion assets in total. Even seven years earlier in 2004, their market share was at 4
3.5 percent with assets worth Tk 749.3 billion. The country in total has 47 banking instit
utions, according to Bangladesh Bank’s statistics. Nine of them are FCBs.

As per market share control, the PCBs have clearly outrun the public banks and financ
ial institutions. These two public institutions hold 28.85 and 6.60 per cent market share
respectively as per assets, in July 2010. Ironically, market share of both the state run i
nstitutions suffered significant fall since 2004 when SCBs and DFIs used to hold 39.6 a
nd 9.7 per cent market share correspondingly. Total assets for SCBs and DFIs till July

21
2010, was Tk 1272.64 and Tk 291.64 billon respectively. In 2004, their assets were tk
683.7 and tk 167.9 billion respectively.

In terms of deposit, private commercial banks outrun public banking institutions in a rat
io of 59.11 and 33.49 percent, according to the statistic.

Mumun Rashid, country’s leading economic analyst said “Private commercial banks, h
aving employed efficient and skilled resources along with better products as well as se
rvice delivery platform, are now driving the country’s banking sector. The state owned
banks have been increasingly losing their market share for the past Human Resource
decades. Rashid believes that mismanagement, political interference, dicey investmen
t and recruitment of incompetent and ‘more than required’ manpower are major factors
that have largely contributed to the current state of the public sector banks.

These Banks, on the one hand, have lost their business share to more aggressive and
efficient private sector counterparts and on the other hand, are carrying a legacy of cla
ssified loans accumulated over the years.

In a bid to guide public banks to overcome their pitiable situation, Rashid suggested th
at the state owned banks need to address their non-performing loans; otherwise their c
apital will remain under stress, as well their expansion ability and profitability.

The country’s banking industry in together holds assets worth Tk4411.98 billion, with to
tal deposit at Tk 3329.08.

22
Chapter – Three

Overview
of
Company

23
3.1. Historical Background
Mercantile Bank Limited is a scheduled private commercial bank established on May 2
0, 1999 under the Bank Company Act, 1991 and incorporated as a Public Limited Com
pany under company Act, 1994. The Bank started commercial banking operation from
June 02, 1999. During this short span of time, the Bank has been successful to positio
n itself as a progressive and dynamic financial institution in the country. The Bank has
been widely welcome by the business community, from small entrepreneurs for forwar
d-looking business outlook business outlook and innovative financing solutions. Thus,
within this very short period it has been able to create an image for itself and has earn
ed significant reputation in the country banking sector as a bank with vision. The comp
any Philosophy –“efficiency is our strength” has been exactly the essence of success o
f this bank.

Banking system occupies an important place in a nation’s economy. Banking institution

is indispensable in a modern society and it plays a vital role in the economic developm
ent of a country. Against the background of liberalization of economic policies in Bangl
adesh, Mercantile Bank Limited emerged as a new commercial bank to provid4e efficie
nt banking services with a view to improving the socio-economic development of the c
ountry.

The Bank provides a broad range of financial services to its customers and corporate c
lients. The Board of Directors consists of eminent personalities from the realm of com
merce and industries of the country.

24
3.2. Board of Directors

Chairman
Md. Abdul Jalil, M.P

Vice Chairman
Morshed Alam
Mohd. Selim

Director
M. S. Ahsan
Alhaj Akram Hossain (Humayun)
Md. Anwarul Haque
Dr. Toufique Rahman Chowdhury
Golam Faruk Ahmed
Engr. Mohd. Monsuruzzaman
Bilkis Begum
Md. Tabibul Huq
A. S. M. Feroz Alam
M. Amanullah
A. K. M. Shaheed Reza
Md. Nasiruddin Choudhury
Md. Shahabuddin Alam
Syed Muhammed Abbdul Mannan, M.P
Alhaj Mosharref Hossain
Israt Jahan
M. A. Khan Belal
Dr. Matiur Rahman, M.P

Managing Director & CEO

A.K.M. Shahidul Haque

25
3.3 Corporate Structure

Executive Committee
M. S. Ahsan, Chairman
Golam Faruk Ahmed, Member
Bilkis Begum, Member
A. S. M. Feroz Alam, Member
M. Amanullah, Member
A. K. M. Shaheed Reza, Member
Md. Shahabuddin Alam, Member

Audit Committee
Alhaj Akram Hossain (Humayun), Chairman
Md. Anwarul Haque, Member
Mohd. Selim, Member
Md. Nasiruddin Choudhury, Member
Mrs. Israt Jahan, Member

Managing Director & CEO

A.K.M. Shahidul Haque

Chief Financial Officer

Monindra Kumar Nath

Company Secretary
S. Q. Bazlur Rashid

Auditors
Ahmed Zaker & Co., Chartered Accountants
K. M. Hasan & Co., Chartered Accountants

Tax Advisor
K. M. Hasan & Co., Chartered Accountants

26
3.4 Management Team

Mr. A.K.M. Shahidul Haque

Managing Director & CEO

Deputy Managing Directors

Mr. Md. Abdul Jalil Chowdhury
Deputy Managing Director

Mr. Monindra Kumar Nath

Deputy Managing Director & CFO

Mr. M A Yousuf Khan

Deputy Managing Director

Mr. Md. Quamrul Islam Chowdhury

Deputy Managing Director

Mr. Choudhury Moshtaq Ahmed

Deputy Managing Director

27
Management Team
Head Office
Rabiul Hussain
Principal, MBTI
Md. Abdus Salam Md. Shafi et Wahed
Senior Executive Vice President Senior Vice President
Head of Board Audit Division Head of IT Business Team

S.Q. Bazlur Rashid Md. Golam Kibria

Executive Vice President Senior Vice President
Company Secretary and Head of Financial Administration
Head of Human Resources Division Division

Mohammad Ismail Shah Syed Abdul Bari

Executive Vice President Senior Vice President
Head of Corporate Banking Division Head of GBD & CAMLCO

Khandakar Fahim Uddin Ahmed Md. Shawkat Jahan Khan

Executive Vice President Senior Vice President
Head of CAMRCD Head of Treasury Division

Md. Sadruzzaman Md. Nurul Haque Gazi

Executive Vice President Vice President
Head of SME Financing Division NRB Division

Md. Shoaib Ahmed K. M. Abdur Razzaque

Executive Vice President Vice President
Head of CRMD Head of Public Relation Division

Md. Sayeed Hossain Farhad Malik

Executive Vice President First Vice President
Head of ICCD Head of Mobile Banking
Division
Javed Islam
Executive Vice President Purbani Roy
Head of Consumer, Retail and First Vice President
Card Division Marketing Division

Engr. Md. Rafi qul Hoque Bhuiyan Jahangir Javed

Senior Vice President First Vice President
Head of IT Division Treasury Back Offi ce

Dr. Md. Nurul Islam Liaquat Fazlur Rashid

Senior Vice President First Vice President
Head of General Services Division Agriculture Credit, Department

Shamim Ahmed Md. Abdul Alim

Senior Vice President First Vice President
Head of International Division Head of Research &
Planning Division
A. K. M. Atiqur Rahman
Senior Vice President
Head of Risk Management Division

28
3.5 Head Office & Branch Network
Head Office
61, Dilkusha Commercial Area
Dhaka-1000, Bangladesh
PABX : 9559333, 9553892,
9561140
Fax : 88-02-9561213
Swift : MBLBBDDH
E-mail : it@mblbd.com
Website: www.mblbd.com
Board Audit Division
Board Division
Card and Mobile Banking
Division
Corporate Banking Division
Credit Administration Division
Credit Risk Management
Division
Financial Administration
Division
Main Branch
61, Dilkusha C/A
Dhaka-1000
Phone : 9559333, 9571618
Mobile : 01711-535958
Fax : 88-02-9554410
HOB: Md. Quamrul Islam
Chowdhury, DMD
Joypara Branch
Samabay Super Market
Joypara Bazar, Dohar, Dhaka
Phone : 06223-56193
Mobile : 01711-535949
Fax : 06223-56163
HOB: Mohammad Faruque
Ahmmed, AVP
Nayabazar Branch
25/1, Zinda Bahar (1st Lane)
Nawab Akhtar Uddin Mansion
Nayabazar, Dhaka-1100
Phone : 7393827, 7393655
Mobile : 01711-535956
Fax : 88-02-7390869
HOB: Abu Syed Md.
Mohiuddin, VP
Ashulia Branch
Bhuiyan Complex, Jamgora
Bazar
Ashulia, Savar, Dhaka
Phone : 7790491
Zonal Office
Mishkat Arcade (Level -1)
21/1, Agrabad C/A, Chittagong
Phone : 031-2529445, 716421
723181, 721772
Mobile : 01713-384491
Fax : 031-716459
Divisions of the Bank
General Banking Division
General Services Division
Human Resources Division
Internal Control & Compliance
Division
International Division
IT Division
Risk Management Division
Dhaka Division
Dhanmondi Branch
Sima Blossom
House No. 390 (Old), 03 (New)
Road No. 27 (Old), 16 (New)
Dhanmondi R/A, Dhaka -1209
Phone : 9130500, 9142691
Mobile : 01755-500192
Fax : 88-02-8126768
HOB: Syed Ahmadul Karim,
EVP
Banani Branch
Awal Centre, (2nd Floor)
34, Kemal Ataturk Avenue
Banani C/A, Dhaka-1213
Phone : 8816473, 8816474
Mobile : 01711-535954
Fax : 88-02-8827807
HOB: Abdullah Md. Zaki Hasan,
SVP
Mohakhali Branch
Red Crescent Concord Tower,
17, Mohakhali C/ A (2nd Floor)
Dhaka-1212
Phone : 9888346, 9891520
Mobile : 01711-535957
Fax : 88-02-9895797, 9863215
HOB: Md. Zakir Hossain, SVP
Uttara Branch
House- 10(A), Road- 7/D
Sector- 9, Uttara Model Town
Uttara, Dhaka -1230
Phone : 8955879, 8958177
29
Training Institute
Swadesh Tower, Level-6
41/6, Purana Paltan Lane
Dhaka-1000
Phone: 7174016, 7172282
Fax: 9571096
Law & Recovery Division
Marketing & Branches Division
NRB Division
Research & Planning Division
SME & Retail Banking Division
Treasury (Back Offi ce) Division
Treasury (Front Offi ce) Division
Karwan Bazar Branch
Dhaka Trade Centre
99, Kazi Nazrul Islam
Avenue
Kawran Bazar C/A, Dhaka-
1215
Phone : 8112440, 8141910
Mobile : 01711-535953
Fax : 88-02-8126882
HOB: Ahmedul Haque,
EVP
Board Bazar Branch
Board Bazar, Gazipur
Phone : 9291604, 9293639
Mobile : 01711-535950
Fax : 88-02-9291660
HOB: Delwar Hossain,
FVP
Mirpur Branch
Rokeya Sarani, Razia Plaza
(1st Floor)
184, Shenpara Parbota
Mirpur - 10, Dhaka- 1216
Phone : 9008852, 9015661,
8034577
Mobile : 01711-535955
Fax : 88-02-8034577
HOB: F. M. Nawaz Ali, VP
Elephant Road Branch
Osman Plaza
75, Elephant Road,
Dhaka-1205
Phone : 8618732, 9677364
Mobile : 01711-535948 Mobile : 01711-535942 Mobile : 01713-044832
Fax : 88-02-7790708 Fax : 88-02-8955881 Fax : 88-02-9669458
HOB: Md. Ata Rabbani HOB: Md. Abdul Halim, FVP HOB: Md. Abul Bashar,
Chowdhury, FVP VP

30
Motijheel Branch
Malek Mansion
128, Motijheel C/A,
Dhaka-1000
Phone : 7161923-4, 9570131
Mobile : 01819-260289
Fax : 88-02-7161925, 9561178
HOB: A B M Eradul Islam,
VP
Gulshan Branch
Hosna Center
Suit No-103-109(1st Floor)
106, Gulshan Avenue, Dhaka-
1212
Phone : 8835276-7, 9897879
Mobile : 01713-045296
Fax : 88-02-8835614
HOB: Md. Nazrul Hossain,
SEVP
Moghbazar Branch
331 (Old), 227 (New)
Outer Circular Road (1st Floor)
Ramna, Dhaka-1227
Phone : 8333016, 8333017
Mobile : 01711-643281
Fax : 88-02-8333018
HOB: Ahsanul Haq
Chowdhury,
SVP
Engineers’ Institute Branch
The Institution of Engineers,
Bangladesh
8/A, Ramna, Dhaka-1000
Phone : 7110651, 7110684
Mobile : 01711-535946
Fax : 88-02-7110610
HOB: Md. Mahmood Alam
Chowdhury, SVP
Narayanganj Branch
H R Plaza, 64 (Old), 90 (New)
Bangabandhu Road,
Narayangonj
Phone : 02-7648241, 7648243
Mobile : 01713-20243
Fax : 88-02-7648244
HOB: A. K. M.
Hassanuzzaman,
FVP
Aganagar Branch
Aganagar, South Keranigonj
Dhaka
Phone : 02-7763658, 7763657
Mobile : 01730-340794
Fax : 88-02-7763659
HOB: Al Mansur, AVP
Damudya Branch
Damudya Bazar
Damudya , Shariatpur
Phone: 06023-56204
Satmasjid Road Branch
House No. 35 (Old), 82/A (New)
Road 8/A (New), Satmasjid Road
Dhanmomdi, Dhaka-1209
Phone : 8112463-4, 9141148
Mobile : 01713-039792
Fax : 88-02-9139183
HOB: Arif Md. Shahedul
Haque, VP
Hemayetpur Branch
Hatem Ali Complex, Singair Road
Hemayetpur, Savar, Dhaka
Phone : 7741532, 7741533
Mobile : 01713-452995
Fax : 88-02-7741531
HOB: Md. Fakruzzaman
Chowdhury, FVP
Bhojeswarbazar Branch
Bhojeswar Bazar
Naria, Shariatpur
Mobile : 01713-384497
01715-375405
HOB: A.B.M. Shafi qur
Rahman,
FAVP
Mazar Road Branch
Hazrat Shah Ali Girls High School
& College
Market Complex, Mazar Road
Mirpur-1, Dhaka-1216
Phone : 8035529, 8060752
Mobile : 01730-328681
Fax : 88-02-8035529
HOB: Md. Moshaddeque
Hossain
FVP
Demra SME/Krishi Branch
Matuail New Market Bhabon,
Konapara, Demra, Dhaka
Phone : 02-7542908, 7542911
Mobile : 01714-075533
Fax : 88-02-7542904
HOB: Md. Rezaul Karim, AVP
Dholaikhal Branch
Chisti Bhaban, 7
2 Lal Mohon Shaha Street
Dholaikhal, Dhaka
Phone : 02-7124478, 7122987
HOB: Md. Faizur Rahman
Mazumder, VP
Imamganj Branch
Mohammad Hossain Complex
169 Imamganj
3, Moulvi Bazar Road
31
Konabari Branch
Motiur Rahman Plaza
Konabari Union
Gazipur Sadar, Gazipur
Phone : 9298484-5
Mobile : 01713-044846
Fax : 88-02-9298486
HOB: Md. Abul Bashar Khan,
FVP
Bijoynanar Branch
Akram Centre 3/3-C & 3/3-D (Old)
212 (New) S.S. Nazrul Islam Sarani
Paltan, Dhaka-1000
Phone : 7117830, 7117834
Mobile : 01713-068127
Fax : 88-02-7117114
HOB: Shah Md. Sohel
Khurshid, SVP
Green Road Branch
151/6, Green Road,
Dhaka
Phone : 8157266, 9136809,
9136822
Mobile : 01730-013453
Fax : 88-02-8157155
HOB: Md. Abdul Awal, FVP
Pragati Sarani Branch
Green Orlando, 42/4, Progati
Sarani
Baridhara, Dhaka
Phone : 8411503, 8411501-2
Mobile : 01730-318186
Fax : 88-02-8411504
HOB: Farook Iqbal, VP
Mymensing Branch
Ali Plaza, 64 Choto Bazar,
Mymensingh
Phone : 091-63313, 63326
Mobile : 01730-340791
Fax : 88-091-63316
HOB: Md. Zillur Rahman, AVP
Ring Road Branch
Choice A J Golden Tower,
2/1, Ring Road
Shyamoli, Dhaka
Phone: 02-9103329
Mobile: 01730-373896
HOB: Md. Kabir Hossain, AVP
Rampura Branch
Circle Alam’s Height, Holding #
375
West Rampura, DIT Road
FAX: 06023-56201 Ward – 67, Chakbazar, Dhaka Ward – 22, Rampura, Dhaka – 1219
Mobile: 01755-533146 Phone: 02-7312970 Phone: 02-8322584, 02-8333697
HOB: Md. Arifur Rahman, Mobile: 01755-533142 FAX: 02-8322797
PO HOB: Kamruzzaman, VP Mobile: 0175-5533149
HOB: Md. Moniar Rahman, VP

3.6 Our Coverage

32
3.7. MBL at Glance
Name Mercantile Bank Limited
Date of incorporation May 20, 1999
Date of inauguration of operatio June 2, 1999
n
Registered Office 61,Dilkhusha Commercial Area
Dhaka-1000, Bangladesh.

Logo

Name of the Chairman of the Bo Md. Abdul Jalil

ard
Name of the Managing Director A.K.M. Shahidul Haque
& CEO
Number of branches 75 (at the end of 2011)
Services provided Deposit scheme, Credit Facility and Foreign Ex
change Services.
Diversification of Product and S Corporate banking, Retail baking and SMS ban
ervices king.
Paid up capital BDT 2,158.42 million at the end of 2011.
Profit after tax & provision BDT 987.85 million at the end of 2011
Publicly Treaded Company Share quoted daily in DSE & CSE
Credit Card Member of Master Card
Banking Operation System Both conventional and foreign exchange syste
m
Technology used Member of SWIFT, online banking, UNIX based
computer system
Market Value per Share BTD 400
Earnings per Share BTD 41.04

33
E-mail MBl@bol-online.com
Website www.mblbd.com

3.8. MBL Timeline

Up to December, 2011

May 20, 1999 Incorporation of the Bank

June 02, 1999 Commencement of Business

October 29, 2000 Opening of 10th Branch
July 03, 2002 Opening of 15th Branch
June 30, 2003 Publication of Prospectus for IPO
October 21-22, 2003 Subscription for Shares
December 24, 2003 Opening of 20th Branch
February 16, 2004 Listed in Dhaka Stock Exchange
February 26, 2004 Listed in Chittagong Stock Exchange
December 29, 2004 Opening of 25th Branch
December 05, 2006 Opening of 30th Branch
December 17, 2007 Opening of 40th Branch
November 24, 2008 Opening of 42nd Branch
June 06, 2009 Mercantile Bank Brokerage House Operation
October 22, 2009 Opening of 45th Branch
December 30, 2009 Opening of 50th Branch
August 02, 2010 Opening of 55th Branch
December 30, 2010 Opening of 65th Branch
September 14, 2011 Seperate Operation of Mercantile Bank Securitie
s Ltd. (MBSL)
December 06, 2011
Mercantile Exchange House (UK) Limited
December 29, 2011 Opening of 75th Branch

34
35
3.9. Vision, Mission & Core Value
Vision
Would make finest corporate citizen.

Mission
Will become most caring, focused for equitable growth based on diversified deploymen
t of resources, and nevertheless would remain healthy and gainfully profitable Bank.

Core values
For the Customer’s: Providing with caring services by being innovative in the develop
ment of new banking products and services.
For the Shareholders: maximizing wealth of the Bank.
For the Employees: respecting worth and dignity of individual employees devoting th
eir energies for the progress of the Bank.
For the Community: strengthening the corporate values and taking environment and
social risks and reward into account.

New Technology

adopting the state-of-the art technology in banking operations.

3.10. Objectives
Strategic objectives
 To achieve positive Economic Value Added (EVA) each year.
 To be market leader in product innovation.
 To be one of the top Human Resource Financial Institutions in Bangladesh in ter
ms of cost efficiency
 To be one of the top five Financial Institutions in Bangladesh in terms of market
share in all significant market segments we serve.
Financial objectives
To achieve 20% return on shareholders' equity or more, on average.

36
3.11. MBL Network of Branches
Mercantile Bank has 70 existing branches at the end December, 2010 and some other
proposed branch all over Bangladesh to provide better services to their valuable custo
mer. The objectives of MBL is not only to earn profit but also keep the social commit
ment and to ensure its co-operation to the persons of all levels, to the businessmen, i
ndustrialists specially who are engaged in establishing large scale industries try consor
tium and the agro-based export oriented medium and small scale industries by self ins
piration. MBL as the largest private bank is committed to continue its endeavor by rapi
dly increasing the investment of honorable shareholders into asset.

3.12. Organizational Structure of MBL

Management Hierarchy of MBL

Board of Directors, the apex body of the Bank, formulates policy guidelines, provides s
trategic planning and supervises business and performance of management while the
Board remains accountable to the company and its shareholders. The Board is assiste
d by the Executive Committee and Audit Committee.

Highly qualified and efficient professionals manage this bank. Board of Directors who a
lso decides the composition of each committee determines the responsibilities of each
committee. All routine matters beyond delegated powers of management are decided
by or routed Human Resource ought the executive committee, subject to rectification b
y the board of directors.

3.13. SWOT Analysis of MBL

Not surprisingly, in the competitive area of marketing are SWOT analysis is a must bas
ed on product, price, place and promotion of financial institute like private bank from th
e SWOT analysis we can figure out ongoing scenario of the bank. So to have a better
view of present banking practices of Mercantile Bank Ltd. SWOT analysis is very nece
ssary.

Strength:

37
  Brand value.
 Product rang
 71 branch all over the country
 Effective human recourses
 Minimum service charge
 Large number of customers
 No additional service charges impose

Weakness:

 Less superior service quality

 Lack of advance level of technology
 Minimum customer care
 Minimum use of advertising
 Less number of ATM Booths
 Less communication of management with employees

Opportunity:

 Large number of share and paid up capital

 Several segments in investment
 Increasing the market share

Human Resource

 Potential competitors

 Unstable economic situation

38
 Chapter- Four
An analysis of
Employee Satisfact
ion

39
4.1. ANALYSIS AND INTERPRETATION OF DATA
I provided some question papers to the 20 employees of MBL and get following respon
se:

Question-1: Employees’ Level of Satisfaction on Management System:

Table-1
Extremely Average Simply S Not Satis Extremely
Statement Total
Satisfied Satisfied atisfied fied Dissatisfied
Frequency 10 7 2 1 0 20

Point Assi 5 4 3 2 1
gned
Outcome 50 28 6 2 0 86

Here, Outcome = Frequency  Point assigned

Calculation of weighted average:

Total Outcome 86
Weighted average =   8.6
Sample 20

Comment: From the above calculation it is seen that the weighted average is 8.6 whic
h is more than 3.5 (the expected level). So, we can say that the employees are satisfie
d on management system of the bank. From the frequency table a pie chart can be pre
sent. From the above pie chart it is seen that 50% employees are extremely satisfied,
35% are average satisfied, 10% are simply satisfied and 5% are not satisfied.

40
Question-2 Employees Level of Satisfaction on Salary:

Table-2

Statement Extremely Average Simply S Not Satis Extremely Total

Satisfied Satisfied atisfied fied Dissatisfied
Frequency 10 3 2 3 2 16

Point Assig 5 4 3 2 1
ned
Outcome 50 12 6 6 2 76

Here, outcome = Frequency  Point assigned

Calculation of weighted average:

Total Outcome 76
Weighted average =   3.80
Sample 20

Comment: From the above calculation it is seen that the weighted average is 3.80 whi
ch is more than 3.5 (the expected level). So, we can say that the employees are satisfi
ed on salary of the bank. From the frequency table a pie chart can be presented.

From the above pie chart it is seen that 50% employees are extremely satisfied, 15% a
re average satisfied, 10% are simply satisfied, 15% are not satisfied and 10% are extr
emely dissatisfied.

41
Question-3: Satisfaction level on Promotion Facility:

Table-3

Statement Extremely Average Simply S Not Satis Extremely Total

Satisfied Satisfied atisfied fied Dissatisfied

Frequency 5 6 5 4 0 20

Point Assi 5 4 3 2 1
gned
Outcome 25 24 15 8 0 72

Here, outcome = Frequency  Point assigned

Calculation of weighted average:

Total Outcome 72
Weighted average =   3.6
Sample 20

Comment: From the above calculation it is seen that the weighted average is 3.6 whic
h is more than 3.5 (the expected level). So, we can say that the employees are averag
e satisfied on promotion facility of the bank. From the frequency table a pie chart can
be presented.

From the above pie chart it is seen that 25% employees are extremely satisfied, 30% a
re average satisfied, 25% are simply satisfied and 20% are not satisfied.

Question-4: Satisfaction level on Suggestion Paid by Management:

Table-4

42
Statement Extremely Average Simply S Not Satis Extremely D Total
Satisfied Satisfied atisfied fied issatisfied

Frequency 7 8 4 1 0 20

Point Assi 5 4 3 2 1
gned
Outcome 35 32 12 2 0 81

Here, outcome = Frequency  Point assigned

Calculation of weighted average:

Total Outcome 81
Weighted average =   4.05
Sample 20

Comment: From the above calculation it is seen that the weighted average is 4.05 whi
ch is more than 3.5 (the expected level). So, we can say that the employees are avera
ge satisfied suggestion paid by management. From the frequency table a pie chart ca
n be presented.

From the above pie chart it is seen that 35% employees are extremely satisfied, 40% a
re average satisfied, 25% are simply satisfied and 5% are not satisfied.

Question-5: Satisfaction level on Job Security:

Table-5

43
Statement Extremely Average Simply Sa Not Satisf Extremely Di Total
Satisfied Satisfied tisfied ied ssatisfied
Frequency 9 7 3 0 1 16

Point Assig 5 4 3 2 1
ned
Outcome 45 28 9 0 1 82

Here, outcome = Frequency  Point assigned

Calculation of weighted average:

Total Outcome 82
Weighted average =   4.10
Sample 20

Comment: From the above calculation it is seen that the weighted average is 4.10 whi
ch is more than 3.5 (the expected level). So, we can say that the employees are satisfi
ed on level of job security of the bank. From the frequency table a pie chart can be pr
esented.

From the above pie chart it is seen that 45% employees are extremely satisfied, 35% a
re average satisfied, 15% are simply satisfied and 5% are extremely dissatisfied.

Question-6: Satisfaction level on Working Environment:

Table-6

44
Statement Extremely Average Simply S Not Satis Extremely D Total
Satisfied Satisfied atisfied fied issatisfied

Frequency 10 5 5 0 0 20

Point Assi 5 4 3 2 1
gned
Outcome 50 20 15 0 0 85

Here, outcome = Frequency  Point assigned

Calculation of Weighted Average:

Total Outcome 85
Weighted average =   4.25
Sample 20

Comment: From the above calculation it is seen that the weighted average is 4.25 whi
ch is more than 3.5 (the expected level). So, we can say that the employees are satisfi
ed on working environment of the bank. From the frequency table a pie chart can be p
resented.

From the above pie chart it is seen that 50% employees are extremely satisfied, 25% a
re average satisfied, and 25% are simply satisfied.

Question-7: Satisfaction level on Working Hours:

Table-7

45
 Extremely Average Simply S Not Satisf Extremely Di
Statement Total
Satisfied Satisfied atisfied ied ssatisfied
20
Frequency 1 4 5 6 4

Point Assig
5 4 3 2 1
ned
Outcome 5 16 15 12 4 52
Here, outcome = Frequency  Point assigned

Calculation of Weighted Average:

Total Outcome 52
Weighted average =   2.60
Sample 20

Comment: From the above calculation it is seen that the weighted average is 2.60 whi
ch is more than 3.5 (the expected level). So, we can say that the employees are simpl
y satisfied on working hours of the bank. From the frequency table a pie chart can be p
resented.

From the above pie chart it is seen that 5% employees are extremely satisfied, 20% ar
e average satisfied, 25% are simply satisfied, 38% are not satisfied and 20% are extre
mely dissatisfied.

Question-8: Satisfied level on Organizational Policies and Principles:

Table-8

46
 Extremely Average Simply S Not Satisf Extremely Di
Statement Total
Satisfied Satisfied atisfied ied ssatisfied
20
Frequency 5 7 3 5 0

Point Assig
5 4 3 2 1
ned
Outcome 25 28 9 10 0 72

Here, outcome = Frequency  Point assigned

Calculation of weighted average:

Total Outcome 72
Weighted average =   3.60
Sample 20

Comment: From the above calculation it is seen that the weighted average is 3.60 whi
ch is more than 3.5 (the expected level). So, we can say that the employees are satisfi
ed on level organizational policy and principles. From the frequency table a pie chart c
an be presented.

From the above pie chart it is seen that 25% employees are extremely satisfied, 35% a
re average satisfied, 15% are simply satisfied and 25% are not satisfied.

Question-9: Satisfaction level on Authority and Responsibility:

Table-9

47
 Extremely Average Simply S Not Satisf Extremely Di
Statement Total
Satisfied Satisfied atisfied ied ssatisfied
20
Frequency 3 8 4 5 0

Point Assig
5 4 3 2 1
ned
Outcome 15 32 12 10 0 69

Here, outcome = Frequency  Point assigned

Calculation of weighted average:

Total Outcome 69
Weighted average =   3.45
Sample 20

Comment: From the above calculation it is seen that the weighted average is 3.45 whi
ch is more than 3.5 (the expected level). So, we can say that the employees are satisfi
ed on authority and responsibility. From the frequency table a pie chart can be present
ed.

From the above pie chart it is seen that 15% employees are extremely satisfied, 40% a
re average satisfied, 20% are simply satisfied and 25% are not satisfied.

Question-10: Satisfaction level on Job as a Whole:

48
 Table-10
Extremely Average Simply S Not Satisf Extremely Di
Statement Total
Satisfied Satisfied atisfied ied ssatisfied
20
Frequency 8 9 2 1 0

Point Assig
5 4 3 2 1
ned
Outcome 40 36 6 2 0 84

Here, outcome = Frequency  Point assigned

Calculation of weighted average:

Total Outcome 84
Weighted average =   4.20
Sample 20

Comment: From the above calculation it is seen that the weighted average is 4.20 whi
ch is more than 3.5 (the expected level). So, we can say that the employees are satisfi
ed on job as whole. From the frequency table a pie chart can be presented.

From the above pie chart it is seen that 40% employees are extremely satisfied, 45% a
re average satisfied, 10% are simply satisfied and 5% are not satisfied.

4.2. Findings
During the study I faced many problems and get much information, which helps me to i

49
ncrease or to expand my knowledge. Time was the main problems during this study. In
this project study, time was not sufficient. Allowed time is so poor to complete this stud
y about to gather the knowledge of human resource department of Mercantile Bank Lt
d. However besides this, I tried to complete my internship during this duration.

 Mercantile Bank Ltd. is controlled by Bangladesh Bank. So, most of the regulato
ry functions of the bank are permitted by the Governor of Bangladesh Bank. If t
he recruitment order and outsourcing order permit from Bangladesh Bank then
Mercantile Bank does tactic its duties. The whole systematic process is so long
er that is it takes more time.

 The recruitment process should be completed by the E-commerce system, whic

h reduce time and increase reliability.

 Most of the posts are vacant due to the absence of proper planning. On the oth
er hand, many employees are stayed in their position for a longer period. For thi
s reason vacant posts are very poor but every year Mercantile Bank try to make
the new post for the appointment (about 100 employees) in the Management te
am.

 The promotional system of Mercantile Bank Ltd is very organized. The promotio
n is given on the basis of the experience, merit or seniority. To make the promoti
on system more accurate it needs proper inspection.

 Performance Management and Discipline wing is one of the symbols of dynami

c administration in human resource development sector. Mercantile Bank introd
uced this wing to evaluate the performance, management skill and other qualitie
s of the employees. This evaluation of report used for their increment, promotio
n and other managerial action. Recognition and reward wing also use this repor
t when required.

 The training and development wing formed with some re-structured old desks. T
raining desk is an essential desk for the employee of Mercantile Bank. All kind o
f administrative and technical trainings are provided here among the different gr
ade of employees. MBTA (Mercantile Bank Training Academy) provides these tr
aining among all.

50
 Chapter – Five

Customer Service
Management

51
5.0 Customer Service Management

MBL believes that, customers are the key factor behind achieving today's strong positi
on in the Banking Industry. That is why, MBL never leaves any stone unturned to satisf
y its existing and potential customers through superior customer services

Today, banking sector is seen as a catalyst in economic growth of a country and, lot is
expected from the banking fraternity. The concept of banking, which was earlier re
stricted to accepting of deposits from public for the purpose of lending to the inten
ded, has also undergone sea change. Today the banking sector is seen as a vehicle fo
r all inclusive economic growth, social responsibility and equiv-distribution of nation
al resources. Because of the changed roles envisaged for the banking sector, the struc
ture of banking activities are also changing. These changes have brought in en
ormous competition among banks. Each bank now wants to grow up its service v
ertically as well as horizontally so as to keep its identity in the industry. To keep pace w
ith national developments in financial sectors, the banking services are changing. It is
now universal banking with several objectives to meet the economical and social goals
of the country.

These changes have made the customers central point for banks. Today banks
are wooing existing customers, potential customers by offering new facilities, pro
ducts and services in order to retain/increase their base in market. The way the
banking has changed, so has the customer. The customer of today is not what
he or she

was couple of decades ago. Today the customer is more knowledgeable, demanding,
analytical and aware of his rights. Now a day, banks realize the importance of
Customer Service and its potential to help them acquire new customers retain existin
g ones and maximize their lifetime value. At this point, close relationship wit
h customers will require a strong coordination between desk officer and Branch manag
er to provide a long-term retention of selected customers.

52
5.1 Customers

Generally, a customer (also known as a client) is usually used to refer to a potential bu

yer or user of the products of an individual or organization. A customer may also be
a viewer of the product or service. Customers are the judges of any organizatio
n and they vote with their money, or their feet. They judge the Company based on t
heir cumulative experiences of the product, the service and the people. There exists a
n intense competition in the banking industry in attracting and retaining customers by e
nhancing their level of satisfaction. MBL, as a member of this competitive industry giv
es due importance on attracting the potential customers and retaining its exis
ting customers by understanding their insights and meeting their requirements. "A
person becomes a client of a bank when an account is opened for him, and at the sam
e time a contract is formed complying the terms and conditions placed by that particula
r bank." Customer also has a more generalized meaning as in customer service and
a less commercialized meaning in not-for-profit areas. When we talk about custo
mer service, we tend to think it as a very simple issue of customer satisfaction.

However, it is very complex issue because customers of a bank comes from all
walks of life, such as

1) From poorest to richest.

2) From Youngest to oldest.
3) From Illiterate to highly educated.
4) From Individuals to Corporate.
5) People from all regions, religion, caste, age, service, profession etc.
6) People from different backgrounds, culture, temperament and ego levels.

All customers from different backgrounds have different expectations. Unless the servi
ce standards fit to each person's expectations, he will not be satisfied. Therefore, one
has to understand each type of customer thoroughly to be able to provide customer sp
ecific services.

5.2 CUSTOMER SERVICES

53
There exists a strong competition in the banking industry in attracting and retaining the
efficient customer services. Simply Customer Service is the provision of service to cust
omers before, during and after purchasing a banking product. 'Customer Service' i
s a series of activities designed to enhance the level of customer satisfaction, that
is, the feeling that a product or service has met the customer expectation. Its importan
ce varies by products, industry and customer.

Success of an organization especially service oriented industry like banking industr

y depends largely on its human resources. MBL believes that, customers
are the key factor behind achieving today's strong position in the Banking Indust
ry. That is why, MBL never leaves any stone unturned to satisfy its existing and
potential customers through superior customer services.

5.3 HUMAN RESOURCES

The entire process of customer services is dependent on the human resources, pr

oducts quality, quick service, different delivery channels, customer feedback, moder
n technology, Market study etc. Only a brilliant and well-organized officer can win
the heart of a customer by delivering on time services and which, eventually crea
te a strong, encouraging and ever- lasting business relationship with him. A long term
good relationship with the customers would propel a bank to a finest and sustai
nable corporate citizen.

Sensing the importance of Human Resources, MBL always focuses on nurturing the
skills and competencies of the employees at various levels by arranging traing in ho
me and abroad. In this way, the efficient work force of Mercantile Bank acts as th
e fundamental pillar to reach the Bank today's zenits of success.

5.4 Acquire Mass Community Under Mbl Umbrella

54
Since the inception of the Bank in 1999, we were strong- minded to provide not only
the group people, but also the mass community all over the country. Having a deep
knowledge of our customers and their rising needs are key to our business succe
ss. Our customer group ranges from individuals, organizations and small & me
dium business covering all sectors of Corporate, SME and Retail businesses. Our
goal is to make financial matters better and easier for our clients. During the last twe
lve years of operation, the Bank provided greater value to its customers by dev
eloping a wide range of network, products and services.

5.5 Branch Network

Bearing our slogan of " evsjvi e¨vsK" we want to reach the people with our m
odern banking services no matter whether they are urban or rural people. For that,
from the beginning, every year we are continuously expanding our branch network acr
oss the country. In continuation of Branch opening, in 2011, we have launched 1
0 new branches. As a result, at the end of 2011 we have 75 branches including
5 SME/Krishi branches. Following the Central Bank's Instructions, MBL empha
sizes on expanding its banking network in rural, semi-urban and urban areas as
well to bring more people under banking networks. We desire to expand the number of
branches to 90 across the country by the end of the year 2012.

5.6 Attractive Products/services

55
During the last twelve years of operation, the MBL provided greater value to its custom
ers by developing a wide range of products and services, which has drawn huge
public attention. Mercantile Bank has always remained competitive in offering service
s to the customers and is continuously redesigning its products to meet customer n
eeds.

(a) Deposit Products:

Basic structure of deposit products is to attract the customer by offering attra

ctive interest rate on funds. From the beginning, depending upon the needs of different
set of customers MBL formulated various types of deposit schemes such as, Mont
hly Saving Scheme (MSS), Family Maintenance Deposit Scheme, Double Benefit D
eposit Scheme (DBDS), Quarterly Benefit Savings Scheme, Advanced Benefit
Savings scheme, 1.5 Times Benefit Deposit Scheme, Special Saving Scheme (S
SS), which have drawn immense attention of the customers.

(b) Loan & Advance Products:

MBL's loan & advance products differ depending upon the demand of the custo
mers. Among them 'Shopnow Nibash'- Home Loan, 'Sonar Tori'- Car Loan, 'Akangkh
a'- overseas employment Loan, Education Loan, Doctors Loan, House Fernishing L
oan and 'Chaka'- SME Loan and 'Anonna' Women Entrepreneurs SME Loan, 'Naba
nno'- Agriculture Loan etc are most popular.

(c) Other Services:

Apart from deposit and advances, MBL offer various other facilities/services includ
ing remittances, investment services, fund management, financial advisory services ,
bill payment services etc. to serve the multidimensional purposes of its customers.

5.7 ATM Booth Service

56
MBL is continuously increasing the number of ATM booth across the country for me
eting the demand of 24 hours cash withdrawal facilities of its customers. During 201
1, 12 more ATM Booths have been unlocked at different commercially significant
places in the country to serve the customers, to save their time and thus maki
ng their banking needs hassle free. Total number of ATM booths of the Bank has been
increased to 31 as on 31st December 2011. Besides, arrangements have been s
igned with different banks and financial institutions to share their ATM Booths to
make our customers' life comfortable.

5.8 Exchange House

MBL opened its first own Exchange House in United Kingdom namely "Mercant
ile Exchange House (UK) Limited". Mercantile Exchange House (UK) Limited,
a fully owned subsidary company of Mercantile Bank, has commenced its bu
siness oparation at Birmingham in UK on December 06, 2011. Mercantile E
xchange House is committed to remit the hard earned money of the Bangladesh
i expatriates at the doorstop of their near and dears safely and quickly. The propos
ed London branch of Mercantile Exchange House (UK) Limited is expected to be
opened soon. We are planning to launch more Exchange Houses in some other
prospective countries to facilitate improved remittance services to the Bangladeshi ex
patriates living and working in different parts of the world.

5.9 Remittance Service

MBL always maintains strong network with the Overseas Exchange Companies whic
h ensures better remittance services. At the end of 2011, bank has entered into

57
Remittance Arrangement with about 25 Overseas Exchange Companies in di
fferent parts of the world like UK, USA, Canada, Italy, UAE, Kuwait, Qatar, Oman
and Bahrain. Recently we have tied up with global reputed Money Transfer Comp
any 'MoneyGram International' and 'Placid Express'. MBL has given much more e
mphasis on foreign inward remittance since its inception. In this line, more Remitt
ance Agreement with different Overseas Companies from different parts of the
World will be signed to support our business network in the global financial ma
rket and to facilitate remittance flow. The inflow of inward foreign remittances of ba
nk is increasing significantly. In 2010 we fetched total remittance of around B
DT 510.00 crore while last year we received BDT 715.50 crore.

5.10 Foreign Correspondents

Mercantile Bank Limited is serving its customers with satisfaction in foreign trade
business (i.e. export, import, ramittance etc.) through its sturdy corresponden
t banking network across the globe. The bank has been maintaining smooth corre
spondent relationship with 638 top ranked and best rated banks of the world havi
ng sound fundamentals and also making effort to expand its correspondent net
work to facilitate its increasing foreign trade business. Foreign correspondents
play a vital role through advising L/Cs, adding confirmation, settlement of payme
nts, realizing export proceed etc. Commerzbank AG, JP Morgan Chase Bank, Wells
Fargo Bank NA, Standard Chartered Bank, Bank of Tokyo Mitshubishi Ltd, H
SBC, Mashreqbank Psc, Habib Bank AG, UBAF, Unicredito Italiano Spa etc. are
some major names of Foreign Correspondents of MBL.

5.11 Capital Market Service

In view of the demand of the markets and our total commitment to support and

58
serve the customers from different angle, MBL commenced operations of its
Brokerage House, namely "Mercantile Bank Brokerage House", as a part of Capital
market Operations in 2009. After two years operation, in 2011 MBL Brokerage
house has been switched into MBL subsidiary namely "Mercantile Bank Securitie
s Limited (MBSL)" as per the regulatory requirement. MBSL has seven branches
at the end of 2011. More branches of the securities will be opened in different comm
ercially hubs of the country, which will contribute a lot to ensure expansion of sound
capital market in Bangladesh. The service of MBSL is designed to provide custo
mers with necessary support profitably in the stock market.

Today's customer is short of time and feels uncomfortable when the process involved
in getting the product or service is lengthy and cumbersome. The customer
wants very simple processes to get his work done. MBL belives that, the processes f
or any product or service should be at the minimum and at one go. Our efficie
nt work force always maintains a warm relationship with customers and serves the
m warmly and quickly as early as possible. Our high management team always fol
low up, the processes devised for getting the services are very customer friendly,
easy to understand and complete. Considering customer's demands and expectation,
MBL take the following initiatives to become its service quick and comfortable.

5.12 Help Desk

Only superior Customer services of the bank can make the difference and the
reby can ensure retention of customers and instill brand loyalty to them as w
ell. In this line of view, MBL has resolved to introduced a "Help Desk" at branch level
aiming to upgrade its customer services to a level of excellence. The Help Desk is pl
aced at a suitable place near the entrance of the branch so that customers can

59
locate the same easily. Skiled desk officer has been appointed to this desk, whi
ch is well conversant with various services provided by different desks of the bran
ch.

5.13 SME Dedicated Desk

Following the Central Bank's Instructions, MBL has set up an independent SME
Desk namely "SME Dedicated Desk" in almost every Branches of the Bank to p
rovide better service to the Small and Medium Entrepreneurs. Credit Officers have
been appointed to work in SME Desk. Even at the branch level, a signboard has been
displayed in front of the designated desk because different level of customers can easil
y find out the SME Desk and receive

their desired service quickly.

5.14 Woman Entrepreneur's Dedicated Desk

According to "Small & Medium Enterprise (SME) Credit Policy and Program" of Ba
ngladesh Bank, every branches of the bank have established an autonomous "Wo
man Entrepreneurs's Dedicated Desk" at branch level and have displayed a sign
board in front of the designated desk. The aim of establishing this desk is to p
rovide quicker & better service to woman entrepreneurs. Skilled and efficient desk off
icers have been appointed to this desk.

5.15 Developing the Skills of the Employees

Trained and skillful employees are the most important strategic resource in
a competitive business environment. MBL has a strong focus on imparting traini
ng towards enhancement of the skills and competencies of the employees to
take over the challenge of modern banking. Bank always gives its employees s
ufficient opportunity to increase their talents and skills by taking them in 'Trainin

60
g Net'. Every employee has been given enough information and power to make cu
stomer-pleasing decisions so that he/ she never has to say, "I don't know". With a view
to achieving professional excellence in Banking, MBTI conducts various courses, work
shops covering all diverse courses for banking, finance, managements, laws etc. m
ainly for desk officers and executives of the Bank. In-house training and foreign
training are given to the employees. Seminar and workshop on important topics are als
o organized in the Bank.

We believe that our motto, our loyalty, effort and hard work are the determinabl
e factors of success and truly become, "evsjvi e¨vsK". MBL has strengthened its po
sition as one of the leading financial institutions and maintained satisfactory positive g
rowth across its Business Units. This has been possible by the heartiest effort
and the excellent customer services of our officers. Our inventive work force always
maintains a warm relationship with customers and serves them warmly. We hav
e already introduced a variety of attractive products to meet up the multidimensional
needs of our customers. The Bank is not only providing services but also took step
s to expand these sectors by participating in various trade shows organized in the
country.

61
5.16 Professionally Serving the Customers

MBL believes that professional customer service drives a bank's reputation up and
accordingly employees have been trained to offer customer service professionally.
The Bank conveys the message to all employees that providing professional ser
vice is important to make the customers happy enough and it is the spirit to build an
d uphold a warm relationship with them. In serving the customers, the employee
s of MBL always keep in mind the following points:

 Providing the True Customer Service

 Serving the Customers to attain their loyalty
 Serving the Customers honestly
 Customers are always Right

5.17 Rectification of Service-Shortcomings

MBL always welcome its Customers to talk and listens to them cautiously. The He
ad of Branches are concerned of any types of shortcomings faced by the custom
ers. Suggestions from the customers are taken for rapid improvement of the
service standard. In every Branch, 'Complain Box' has been setup to get written co
mplains from customers to reap the benefits of good customer service. After ge
tting feedback/complains, immediate steps are taken to rectify the errors and i
mprove the service as well.

62
5.18 Locker Service

Locker Service usually refers to the service where a customer can safe deposit hi
s/her valuable possessions safely in a strongly built Iron Box (Locker) kept beside or in
the Vault of the Branch and the Banker along with the customer holds the key to open t
he Iron Box. Thus, safety measures are kept as no single person can open the L
OCKER. MBL provide its Locker Services by following branches of the Bank:

1. Dhanmondi Branch
2. Banani Branch
3. Rajshahi Branch
4. Uttara Branch
5. Elephant Road Branch
6. Gulshan Branch
7. Bijoynagar Branch
8. Satmasjid Road Branch
9. Feni Branch
10. Moghbazar Branch
11. Jessore Branch
12. Progoti Sarani Branch
13. Mirpur Branch

63
4.19 Serving the Small and Medium Entrepreneurs

MBL has been serving the Small and Medium Entrepreneurs from early 2006. A s
eparate Division, namely, "SME Division" has been formed in the Bank. SME
Service Centers, which are recently converted to SME/Krishi Branches as p
er Bangladesh Bank's Guideline, have been opened in different commercially i
mportant places. Through SME/Agriculture Branch all types of banking service
s will be offered to the customers except foreign exchange transactions. Thus, t
he Bank is serving the Small and Medium Entrepreneurs and expatriates. The B
ank has set up SME Desk in almost every Branches of the Bank with a view t
o providing better service to the Small and Medium Entrepreneurs. Credit Officer
s have been appointed to work in SME Desk. By the end of 2011,

the number of SME/Krishi Branches stood at 5 (five). MBL contemplates to open mor
e SME/Krishi Branches in the year 2012 to serve the Small and Medium Entreprene
urs and the farmer community.

5.20 Agriculture Based Finance

Agriculture is the backbone of our economy. Realizing such importance of agri

culture, MBL is continuously financing the Agriculture sector with the hel
p of Bangladesh Bank, different financial institutions and NGOs. To facilitate a
griculture credit, the Bank has already launched Agriculture Credit Department and
has already inaugurated 14 rural branches and 5 SME/Krishi branches in the remote
areas of the country, and in upcoming days the Bank will launch more rural branch
es in unbanked areas of outside the divisional cities and upazilas. The Bank is
working under a refinance agreement with Bangladesh Bank. The Bank is
financing the farmers in arrangement with ACI motors to purchase Sonalika trac
tors. Besides, MBL is also associated with various NGOs and other organization
s like, BURO-Bangladesh; Integrated Development Foundation (IDF), Chittagon
g; , Chittagong to disburse agricultural loans to the farmers.

64
MBL intends to extend its banking network to the rural and urban areas as well .
Following the Central Bank's Instructions, MBL emphasizes on expanding its bankin
g network in rural and semi-urban areas to bring more people under banking netw
orks.

5.21 Core Banking Software

MBL is going to launch its own Core Banking Software, namely "TEMENOS T24" for it
s Banking operations. This new software will enable MBL to deliver most modern t
echnology based services to the customers efficiently which eventually make c
ustomers transactions more convenient. MBL has already signed an agreement in t
his regard with Data Soft Systems Bangladesh Limited.

5.22 Off Shore Banking

Mercantile Bank Limited is operating two off-shore Banking Units as a separate

business unit under the rules and Guidelines of Bangladesh Bank as per their vide lett
er no. BRPD (P-3)744(114)/2010-1743 DATED 04/05/2010. The Bank has commenc
ed operation of these units on July 04, 2010 at its Gulshan Branch, Dhaka and
CEPZ Branch, Chittagong. Defying the odds in the global financial market, M
BL OBUs has scored a sizeable profit in the first year of its operation. We hope these u
nits will play a vital role in the foreign trade business and facilitate the valued customer
s by maximizing their benefit.

65
5.23 School Banking

To educate the young generation on banking, familiarize them with banking transacti
ons and to give opportunity to young generation for small savings, school banki
ng program needs to be speedy introduced in the country. Bangladesh Bank has
also advised the banks to introduce school banking program. Taking all the issu
es into consideration and to provide banking service to the young generation (student
s of school & college), MBL introduced new phase of banking name as "Sc
hool Banking" program. The laws, rules and regulation of Bangladesh, usual cust
omers & practice of Banks and guidelines of BB will be applicable for open
ing and maintaining the account. The account will be opened and operated by gu
ardian/parent of the student.

5.24 Green Banking

Green Banking is to provide innovative green products to support the activiti

es that are not harmful to environment and help to conserve the environm
ent. It aims to use the resources of a bank with responsibility avoiding spoilage
and giving priority to environment and society. Green banking saves costs, mi
nimizes the risk, enhance banks reputations and contribute to the common good
of environmental sustainability. It serves both the commercial objective of the bank as
well as its corporate social responsibility. MBL have established a separate Green
Banking unit and aiming to turn our Bank as 'Green Bank' a lot of measures have
been adopted including green financing, creating awareness among the employee
s for efficient use of water, electricity and paper, giving preference to eco friendl
y while financing and reuse of equipments. Banks can concentrate on environme
nt by Projects in the field of renewable energy (wind energy, solar energy & hydr
o-electric projects), organic agriculture across the entire value chain including health f
ood shops and environment technology such as recycling companies and nature cons
ervation projects.

5.25 Delivery Channels To Meeting Demand Of Customers

66
Customer satisfaction is also dependent upon the alternative delivery channels
used by banks in providing the services. Today's customer wants effortless, efficient, s
ecure, simple and dependable channels of delivery, whether it is through h
umans or technology driven channels. MBL provide alternative banking chan
nels such as Online Banking, Mobile Banking, SMS Banking, Cards & ATM Banking et
c. to its customers with greater flexibility in their banking requirements. Bank has b
een continuously trying to meet up the alternative banking products' requirements
of the customers. Besides, MBL updated its own websites with a regular interval.

5.26 On-line Banking Service

Now-a-days, On-line banking is the basic needs of every customer. To fulfil the cousto
mers demand, now on-line is vailable for all the customers of the Bank, which has bee
n activated in all the Branches of the Bank. By using On-line banking system custo
mers can easily made their transactions over the Internet in a very short time.
It saves the time and efforts of the customers. MBL is getting ready to switch
on the electronic fund transfer facilities so that the customers of the Bank could
enjoy the advantage of the new features in banking area.

5.27 Mobile Banking

Like in many other countries, people in Bangladesh started believing in mobil

67
e banking. With the approval of Bangladesh Bank, MBL is going very speedy to introdu
ce mobile banking throughout the country. In Mobile Banking system, basic mobile h
andsets are being used as bank accounts and will serve as a wallet for the tra
nsaction of money, especially for the un-banked people. As 99 percent of the peo
ple of Bangladesh are under the mobile phone network, almost all will have access to t
he formal financial channel. If the banks can reach out to the un-banked people,
the dream of more people having bank accounts can be fulfilled. For successful lau
nching of the mobile financial services, MBL has renovated its Card Division and
renamed it as "Card and Mobile Banking Division". A Mobile Banking Team i
s working under the "Card and Mobile Banking Division" to successful initiation of M
obile Banking Service.

5.28 SMS Banking

Short Message Service (SMS) is one of the most modern banking services. MBL provi
des endless efforts to serve the clients adhering modern technology. Using SMS from t
he Mobile Phone, clients can easily avail the banking services, which is conveni
ent, safe, low-cost, fast and available round the clock. After withdrawal of cash from
the ATM Booths, customers receive an instant SMS from the Card Division. In addition
to that MBL SMS Banking offers the followings services to the customers:

 Access to account balance in any time

 Last 3 transaction inquiries

 Cheque leaf status inquiry in any where

Automated Teller Machine (ATM) is a computerized device that provides financi

al services to the customers in a public place without the need of human resourc
e clerk or bank's teller. MBL each year has been expanding the ATM Booth to reach

68
the banking services to mass

5.29 MBL Cards and ATM Banking

MBL has launched a variety of card products to meet the modern and varying

needs of the customers. VISA dual prepaid card, VISA Dual Hajj Card, Credit Card a

nd Debit card have been launched by the Card Division of the Bank. VISA dual p

repaid card is especially useful for students and casual tourists who don't have an

y bank account with the Bank. Card division's Call center of the Bank provides 24 hou

rs service to its cardholders.

MBL Cardholder could also enjoy the following Benefits:

 No withdrawal fee if withdrawal is made using MBL

 Booth, but Cash withdrawal fee is BDT 10 only if
 withdrawal is made using any other Q-cash ATM Booth;
 Acceptability of the International/Dual Card all over the world;
 Credit Facility for maximum 45 days free of interest;
 A Principal Cardholder (local) may apply for more
 than one supplementary Card;
 Advance against Credit Card up to 50% of the card limit;
 Overdraft facility is up to 80% of Credit Card Limit;
 Payment of Utility Bills

people. In continuation of Booth opening, the Bank has reaching the number of B
ooths to 65 by the end of 2011. ATMs enable card holders from other banks can get th

69
eir account balance and withdraw cash, even if the card is ssued by a foreign ba
nk.

70
 Chapter- Six

CONCLUSION
&
RECOMMENDATIONS

71
6.1. Conclusion
All the members of the target market have relationship with banks. They are the custo
mers of bank service. These customers include public limited companies, private limite
d companies, small and medium sized enterprises, professionals’ government bodies,
employees of different organizations, and even students and housewives. Today bank i
s a very important role player in the economy of the country as well as in the world. Th
ese customers are transacting Human Resource the banks several times every month
and each transaction involves them some monetary cost and time cost. A large part of
the target market is not satisfied with the banks service.

As a commercial bank, Mercantile Bank Ltd has a great role to survive the financial or
money market and other private banks in different kind of administration. Human Reso
urce Management is one of the vital administrative points of view to control the whole
banking system. If Mercantile Bank can implement the world-class human resource m
anagement system, it can motivate and convince the other private banks and Financial
Institutions to update their administration for human resource management.

Since as the commercial bank, Mercantile Bank Ltd is well known by most of the peopl
e, it needs have a great human resource support to make a good impression among th
e mass people.

72
6.2. Recommendations
Develop its human Resources management system and emphasize the management
at all levels to have management capabilities to use them effectively and efficiently to a
chieve Mercantile Bank’s objectives. This study focuses overall activities of the Human
Resource Department of head office and Kawran Bazar branch. Form which I want to
recommend that Kawran Bazar branch need to have a strong Human Resources Dep
artment of their own to manage the employees more effectively.

The following recommendations about Human Resource may be implemented in M

ercantile Bank Ltd.

 All recruitments of Mercantile Bank Ltd should be made on the basis of merit. If
it is possible, the bank will get the quality employee.

 In case of recruiting, commerce background students, especially students of BB

A and MBA should be given preference. Because they are well known of the ter
ms of banking activities.

 The bank follows seniority basis promotion system. It may make the employee l
azy. For this reason, Mercantile Bank Ltd should innovate the new promotion sy
stem based on employee's performance and their academic background.

 Mercantile Bank Ltd Training Academy (MBLTA) should be furnished with moder
n tools and techniques, experienced and meritorious trainers are needed in Trai
ning Academy.

 Rewards system should be widened and properly implemented in the bank for
Human Resources for their active, efficient, creative and innovative work.

If it is possible to implement the above recommendations, I think, Bangladesh will be b

enefited.

73
6.3 Questioner
Question-1: Employees’ Level of Satisfaction on management system.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied

Question-2: Employees Level of Satisfaction on Salary.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied
Question-3: Satisfaction level on promotion facility.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied

Question-4: Satisfaction level on suggestion paid by management.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied

74
Question-5: Satisfaction level on job security.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied
Question-6: Satisfaction level on working environment.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied

Question-7: Satisfaction level on working hours.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied

Question-8: Satisfied level on organizational policies and principles.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied

75
Question-9: Satisfaction level on authority and responsibility.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied

Question-10: Satisfaction level on job as a whole.

 Extremely Satisfied

 Average Satisfied

 Simply Satisfied

 Not Satisfied

 Extremely Dissatisfied

76
63.4 BIBLIOGRAPHY

Book Reference :

 Georg T. Milkovich and John W. Boudreau: “Personnel Human Resource Manage

ment”: A Diagnostic Approach. Fifth edition, 2004.
 Kothari C.R: Research Methodology; Methods and Techniques; Second edition, 20
01.

 Decenzo David A. & Robbins, Stephen P. Human Resource Management, 7 th editi

on. John Wiley & Sons, Inc.

Publication :
 Annual report of Mercantile Bank Ltd.-2011

 Establishment manual of Mercantile Bank Ltd.

 Instruction of staff and Establishment matters.

 Papers & Documents provided by Mercantile Bank Ltd.

Website :
 www.mblbd.com

 www.wikipedia.com

77
 APPENDIX

Acronyms
AMD Assistant Managing Director
AO Assistant Officer
ATM Automated Teller machine
AVP Assistant Vice President
CEO Chief Executive Officer
DMD Deputy Managing Director
EEO Equal employment opportunity
EO Executive Officer
EVA Economic value added
EVP Executive Vice President
FDR Fixed deposit receipt
FVP First Vice President
HR Human Resource
HRD Human Resource Division/Department
HRIS Human Resource Information System
HRM Human Resource Management
HRMS Human resource management system
HRP Human Resource Planning
L/C Letter of credit
LFA Live Fair Allowance
LTR Loan against trust receipt
MBL Mercantile Bank Ltd.
MBLTA Mercantile Bank Ltd. Training Academy
MD Managing Director
OD Over draft
PAD Payment against documents
PO Principal Officer
SEO Senior Executive Officer
SEVP Senior Executive Vice President
SME Small & medium enterprise
SOD Secured overdraft
STD Short term deposits
SVP Senior Vice President
SWIFT Society for world Inter-bank Financial
TAO Trainee Assistant Officer
VP Vice President

78