A study on the MIS activities and

its roles and importance in a

Bank:
A Standard Chartered Bank
perspective

A study on the MIS activities and

its roles and importance in a
Bank: A Standard Chartered Bank
Perspective

Submitted to:
Homayara Latifa Ahmed
Chairman
IBA Career Center

Prepared by:
Reezwan Ahmed
ZR 82
Batch: BBA 17
Institute of Business Administration

Supervised by:
Mohammad Saif Noman Khan
Assistant Professor
Institute of Business Administration

University of Dhaka
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Page | 3

June 30, 2013

Homayara Latifa Ahmed
Chairperson, IBA Career Center
Institute of Business Administration
University of Dhaka
Subject: Submission of Internship report on A study on the MIS
activities and its roles and importance in a Bank:A Standard
Chartered Bank perspective
Dear Madam,
I would like to submit this report titled A study on the MIS activities and
its roles and importance in a Bank: A Standard Chartered Bank
perspective prepared as a part of the requirement of my internship at
Standard Chartered Bank under the BBA program of Institute of Business
Administration, University of Dhaka.
I have completed my internship in the Management Information System
(MIS) unit under the Cash Management Operations (CMO) department for
organization attachment period of 3 months. In this period of time, I have
acquired some working knowledge on the MIS activities and also activities
of some other units of CMO as well.
This report has been prepared under direct supervision of Mr. Mohammad
Saif Noman Khan. This report never has been, and never will be
reproduced for any other IBA course. I sincerely hope that this report
fulfills the objectives and requirements of my internship and that it finds
your acceptance.
Sincerely,

_________________
Reezwan Ahmed
ZR 82
BBA-17
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Institute of Business Administration

University of Dhaka

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Acknowledgement
For the successful completion of this report, I would sincerely like to thank
Mr. Aparup Barua, Senior Manager, PMI & CAAR, CMO, Standard Chartered
Bank for giving me the opportunity to work in the department under his
supervision and facilitating me with the support of the department.
I would like to thank Mr. Abu Shams Mahmood Arif, Assistant Manager, PMI
unit, CMO department for his direct support and his valuable time through
the 3 months and also for his direct guidance about the working of MIS
unit.
I would also like to thank the Cash Management Operations Department
as a whole for providing the best of support and guidance during my
tenor.
Finally, I would like to thank Mr. Mohammad Saif Noman Khan, my
supervisor at Institute of Business Administration for guiding me and
giving me valuable advices.

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Table of Contents
Executive summary..........................................................................vii
1. Introduction...................................................................................1
1.1 Rationale of the Study..................................................................1
1.2 Background..................................................................................1
1.2.1 About Standard Chartered Bank...............................................1
1.2.2 Management Information System (MIS)....................................2
1.3 Objective of the Study..................................................................3
1.3.1 Broad Objective......................................................................3
1.3.2 Specific Objectives..................................................................3
1.4 Scope...........................................................................................4
1.5 Limitations...................................................................................4
1.6 Methodology................................................................................4
1.7 Acronyms.....................................................................................5
2. Standard chartered bank................................................................6
2.1 EXPANSION OF SCB.......................................................................6
2.2 PRESENT SITUATION OF SCB..........................................................7
2.3 THE ORGANIZATION STRUCTURE....................................................7
2.3.1 BUSINESS/ CORPORATE BANKING OF SCB..................................9
2.3.2 CONSUMER BANKING.............................................................12
3. MIS of SCB...................................................................................15
3.1 CMO (Cash Management Operations)...........................................15
3.2 PMI (Project, MIS & Investigation)...............................................16
3.2.1 PMI activities........................................................................17
3.2.2 MIS activities........................................................................20
3.2.2.1 Reporting........................................................................20
3.2.2.2 Other activities................................................................24
3.2.3 MIS Tools..............................................................................25
3.2.4 Summarized MIS Workflow:....................................................27
3.2.5 Shortcomings........................................................................28
4. Conclusion...................................................................................29
4.1 Summary....................................................................................29
4.2 Suggestions/ Recommendations..................................................29

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List of Figures
Figure
Figure
Figure
Figure
Figure
Figure
Figure

1:
2:
3:
4:
5:
6:
7:

Classification of SCB Banking Services...................................................8

Business/ Corporate Banking of SCB.......................................................9
Organizational structure of Standard Chartered Bank...........................12
Flowchart of Bangladesh bank letter tracking activity..........................19
Flowchart of activities for internal report generation............................21
Flowchart of activities for regulatory report generation........................23
Summary of MIS activities.....................................................................27

List of Tables
Table 1: Volume based activity of PMI and their type...........................................17
Table 2: Fixed activity of PMI and their type.........................................................18
Table 3: List of reports and their sources.............................................................22

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Executive summary
Standard Chartered Bank is one of the most prominent International Banks
in Bangladesh. With an operating history of more than 150 years, it is now
a very strong banking brand in the world. It is also credited with providing
the best banking services and using the latest systems and technologies
to assist that. MIS (Management Information System) is one of the core
components through which the bank aims to achieve the level of quality.
The MIS activity of SCB is not centralized. However, the major segments of
the bank often have their own MIS personnel or small units for the
purpose.
The following study is about the activities of the MIS departments and
what role it plays in the CMO (Cash Management Operations) department
and then proceeds to suggest any possible improvements to the current
MIS.The main part of the study is a result of direct working experience
from attachment to MIS and also direct guidance and interview of related
personnel.
The report starts with a background study of SCB in general and then
moves on to the MIS unit and its related units in the CMO Department. The
roles and activities, as seen there, are very widespread. The MIS unit is
incorporated alongside projects and investigations in PMI (Projects, MIS &
Investigations). The major activities conducted are reporting, which
maybe both for internal and regulatory purpose with frequencies vary
from daily to yearly and on demand basis. Other activities also include call
back, Bangladesh Bank letter tracking, Delegation of authority, database
management, etc. Often these activities are related to other units while
some are done solely by MIS using information from central Database.
The units of the CMO (ITT, OTT, STS-PODD, FCU, LCU, CAAR, Billspay) all
are linked to MIS (PMI) in the way that all have to submit periodic
information to MIS for reports. Also, the Bangladesh bank letter headed to
the units are passed through and backed up by MIS. Moreover, the call
back carried out by PMI also requires information and documents from
other units. Also, often clearance is required for foreign remittances.
These clearances include regulatory reports, which are maintained by MIS.
The MIS activities in SCB Bangladesh, however, are mainly limited to
activities similar to data mining. In many countries, it is a practice to
incorporate heavy-duty analytics to MIS. Often, units called Analytics are
present to provide in depth analysis for enhanced decision making.
Currently only Consumer banking has a small scale analytics. But the
major portion of the analysis is done by team in India. According to MIS in
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SCB, Dhaka, it would be beneficial to incorporate a full-fledged Analytics

team in SCB Bangladesh. Also, there should be a centralized properlydefined MIS department to handle all MIS related activity. This would allow
focus on reports and figures as suited to Bangladesh market and
regulations.
The MIS team uses a custom made macro based MS Excel application to
deal with the reporting and forecasting. While this has made the working
significantly efficient, it has not been recognized by SCB. Implementing
this or upgrading this more thoroughly may provide an even more efficient
MIS team.
Another most important finding was that the MIS team, though quite
efficient, is often bottlenecked by the staffing shortage in other related
departments since the interlinking is quite strong. So, often the input of
required information is halted, thereby slowing down the process.
This report sheds light on the MIS activities and its link to other unit and
from those studies, also provides suggestions / recommendations. The
organization is likely to find the report helpful for its purpose.

1. Introduction
1.1 Rationale of the Study
This study is prepared as a mandatory requirement for the completion of
the internship program under the BBA program of Institute of Business
Administration of the University of Dhaka. The organization affiliated
throughout this period is Standard Chartered Bank. The topic of the study
was chosen due to affiliation with the PMI (Projects, MIS & Investigation)
unit of the CMO (Cash Management Operations) Department. This study
was made under the supervision of Mr. Saif Noman Khan, Associate
Professor of the institute.

1.2 Background
1.2.1 About Standard Chartered Bank
Standard Chartered Bank is the leading multinational bank in this country.
To maintain its leading position in the Bangladesh, Standard Chartered
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Bank is always keen to develop long-term beneficial relationship with

trustworthy clients. To achieve this end, they have always upgraded their
approaches to achieve profitability. The Standard Chartered Bank is an
international banking and financial services group that is incorporated in
the U.K. with its headquarters in London. It has a unique international
network. It now spans in the developed and emerging economies of the
world, after been built over 150 years.
Standard Chartered Banks operation is segmented under six regions:
Europe, Middle East, South Asia, South East Asia, Australia and the USA.
Globally, SCB group owns a network of 600 offices in more than 50
countries with staff of about 28000 people. Globally, SCB specializes in
personal, corporate, institutional and personal finance and custodial
services. The bank excels in providing the most efficient, consistent and
timely services and is the multinational bank in the Middle East, South
Asia and North African regions.
Standard Chartered Bank opened its operation in Chittagong in 1947
which, at that time was the eastern region of the newly created Pakistan.
The branch opened mainly to facilitate the post war re-establishment and
expansion in South East Asia. The bank opened its first branch in Dhaka in
1966 and shifted its headquarter from Chittagong to Dhaka after the birth
of the Republic of Bangladesh in 1971.
The bank increasingly invested in people, technology and premises as its
business grew in relation to the countrys thriving economy. SCB acquired
ANZ Grindlays Bank for 1.34 billion dollars in the year 2000. The new
venture that is the merger was named as Standard Chartered Grindlays
Bank. Now after the takeover it is known as Standard Chartered Bank.
Recently it also has acquired AMEX bank and has grown even more in
strength and size as well as customer base.
Extensive knowledge of the market and essential expertise in wide
financial services underline Standard Chartered Banks strength to build
business opportunities and institutional clients at home and abroad.
Continuous upgrading of technology and control system has enabled the
bank to offer new services, which include 33 ATM booths, Phone Banking
services through call center, SMS banking and I-banking on a 24 hour
basis through its 24 branches. Standard Chartered Banks services in
Bangladesh, ranges from Personal & Corporate Banking to Institutional
Banking, Treasury and Custodial services which has resulted in the
expansion of the bank since its inception.

1.2.2 Management Information System (MIS)

A management information system (MIS) is a system that provides
information needed to manage organizations effectively. Management
information systems are regarded to be a subset of the overall internal
controls procedures in a business, which cover the application of people,
documents, technologies, and procedures used by management
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accountants to solve business problems such as costing a product, service

or a business-wide strategy. Management information systems are distinct
from regular information systems in that they are used to analyze other
information systems applied in operational activities in the organization.
Academically, the term is commonly used to refer to the group of
information management methods tied to the automation or support of
human decision making, e.g. Decision Support Systems, Expert systems,
and
Executive
information
systems.
Common applications of MIS:

Strategy Support While computers cannot create business strategies

by themselves they can assist management in understanding the
effects of their strategies, and help enable effective decisionmaking.
MIS systems can be used to transform data into information useful
for decision making. Computers can provide financial statements
and performance reports to assist in the planning, monitoring and
implementation of strategy.
MIS systems provide a valuable function in that they can collate into
coherent reports unmanageable volumes of data that would
otherwise be broadly useless to decision makers. By studying these
reports decision-makers can identify patterns and trends that would
have remained unseen if the raw data were consulted manually.
MIS systems can also use these raw data to run simulations hypothetical scenarios that answer a range of what if questions
regarding alterations in strategy. For instance, MIS systems can
provide predictions about the effect on sales that an alteration in
price would have on a product. These Decision Support Systems
(DSS) enable more informed decision making within an enterprise
than would be possible without MIS systems.
Data Processing:Not only do MIS systems allow for the collation of
vast amounts of business data, but they also provide a valuable
time saving benefit to the workforce. Where in the past business
information had to be manually processed for filing and analysis it
can now be entered quickly and easily onto a computer by a data
processor, allowing for faster decision making and quicker reflexes
for the enterprise as a whole.

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1.3 Objective of the Study

This study has the following broad and specific objectives.

1.3.1 Broad Objective

The broad objective of this study is to study the work flow in the MIS unit
of SCB and find out its links with other units and suggest possible
improvements.

1.3.2 Specific Objectives

The specific objectives of this study are as follows:

To find out the work flow in MIS

To find the relation and interdependency between MIS and other
departments
To find out the importance of the roles that MIS department serves
To suggest possible improvements

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1.4 Scope
The study describes the MIS activities of SCB and find out its role in CMO
(Cash Management Operations). The study also deals with relation of MIS
with other units. It is a qualitative report and is limited to a descriptive
study. Moreover, the focus of the study is on the MIS activities of the CMO
department and also the workings of other units of CMO.

1.5 Limitations
While preparing this report, there was several difficulties faced, without
which the quality of the report could have been better. They are:

Confidentiality of information: SCB is very strict about the

confidentiality of its information. Therefore no quantitative
information or any models was disclosed. Therefore the report had
to be limited to qualitative only. Whereas presence of quantitative
analysis could have been more fruitful.
Lack of previous studies: There have not been much previous
studies on the MIS activities focusing on SCB Bangladesh. Therefore,
there was very less secondary information to use.
Lack of public information: There is no publicly disclosed
information regarding MIS or CMO of SCB. Therefore, the study was
a product of attachment to the related units and departments only.

1.6 Methodology
The study was mainly based on primary studies. Secondary information
was used to provide the background of the organization. Other parts were
done by primary studies which include:

First-hand experience from attachment to MIS of CMO

Informal detailed interviews with Mr. Abu Shams Mahmood Arif,
Assistant Manager, PMI, CMO.
Informal interviews with other CMO personnel.

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1.7 Acronyms

SCB: Standard Chartered Bank

CMO: Cash Management Operations
MIS: Management Information System
PMI: Project, MIS & Investigations
ITT: Inward Telegraphic Transfer
OTT: Outward Telegraphic Transfer
STS-PODD: Straight Through Service Pay Order & Demand Draft
CAAR: Commercial And Airlines Remittance
eBBS: Electronic Basic Banking System

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2. Standard chartered bank

Standard Chartered Bank is the largest international bank in Bangladesh
with 26 Branches, 57 ATMs and 7 Financial Kiosks; employing over 1,300
people. It is the only foreign bank in the country with presence in 6 cities
Dhaka, Chittagong, Khulna, Sylhet, Bogra and Narayanganj; including the
country's only offshore banking units inside Dhaka Export Processing Zone
(DEPZ) at Savar and Chittagong Export Processing Zone (CEPZ).
The acquisitions of Grindlays bank (in 2000) and the commercial banking
business of American Express Bank in Bangladesh (in 2006) are reflections
of the Banks increasing commitment to Bangladesh. The bank
increasingly invested in people, technology and premises as its business
grew in relation to the country's thriving economy. It currently provides
both Consumer Banking and Wholesale Banking Services, ranging from
Personal & Corporate Banking to Institutional Banking, Treasury and
Custodial services. Continuous upgrading of technology and control
systems has enabled the bank to offer new and improved services such as
Phonebanking, I-banking, e-Lending.

2.1 EXPANSION OF SCB

Acquisition has long been popular vehicle for expanding the scope of the
organization into new business areas. Companies typically acquire a
company when they lack important competencies (resource or
capabilities) and very often they end up purchasing an incumbent
company that has those competencies and they do so at a reasonable
price.
The acquisition of Grindlays Bank from the ANZ Banking Group by the
Standard Chartered Group on 1st October 2000 was opportunity driven. It
has given Standard Chartered an opportunity to expand into new areas
where it was not operating at all. Moreover, buying Grindlays from ANZ
now propels it from number five to number one among international banks
in India, with some extra footholds in the Middle East. In addition to that,
at 1.3 bn U.S dollars, it is hard to complain that Standard Chartered has
overpaid. The financial ease is less compelling for ANZ shareholders, as
there are advantages to getting out of a strategically peripheral business.
This acquisition of Grindlays Bank has added 6000 employees and 4
countries to Standard Chartereds existing network of 27,000 employees
and 570 offices in 50 countries. The end result is that Standard Chartered,
which went into the 1997 Asian Crisis with strong business in Hong Kong,
Singapore and Malaysia, emerges with additional core markets in India
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and Thailand. Moreover, the deal has made Standard Chartered the
largest foreign bank by assets in India, Pakistan and Bangladesh and the
second largest in Sri Lanka and the United Arab Emirates. The bank had
been seeking to expand in the region since the end of the Asian economic
crisis, and has finally become successful in its expansion.

2.2 PRESENT SITUATION OF SCB

Globally, the key resources of SCB include:

A network of over 600 offices in 50 countries.

A staff of about 33000 people managing assets of around 47 billion
pounds.
Standard Chartered Banks international business in Personal
Banking, Corporate Banking and Standard Chartered Markets are its
special strengths.
Standard Chartered Bank also maintains correspondent relationship
with over 600 banks in 157 countries around the world.

The global strategies of Standard Chartered Bank are:

To build and grow strong businesses in East and South East Asia- the
Asia Pacific Region.
To enhance historical position in the Middle East and South Asia
region.
To concentrate operations in those activities that support Standard
Chartered Banks remarkable franchise in newly industrialized and
emerging markets.

2.3THE ORGANIZATION STRUCTURE

SCB in Bangladesh has its headquarters and sixteen branches in Dhaka,
five in Chittagong and one branch in Sylhet, Khulna, Narayanganj and
Bogra each. While the full range of services is available at the
headquarters, other branches offer specific services appropriate for the
location. At the headquarter, the bank mainly consists of two divisions:

Business
Support

The business division has the following departments:

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Corporate Banking Group (CBG)

Treasury (TSY)
Institutional Banking Group (IBG)
Consumer Banking (CB)
Custodial Services (CUS)

SCB is primarily corporate driven. More than the corporate banking

generates 40% of its revenue group while Treasury contributes more than
20% to the overall revenue. The rest is generated from Personal Banking,
Custodial Services and Institutional Banking.
The Support division provides assistance to the above business activities
and consists of the following departments:

Operations
Finance, Administration and Risk Management
Information Technology Center
Human Resource Department
Legal and Compliance
External Affairs
Credit

BANKING SERVICES OF SCB IN BANGLADESH

There are two types of services provided by SCB
1. Business or Corporate Financial Services
2. Retail or Consumer Financial Services

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But these two services can be classified further by the following ways:

Figure 1:
Classification of
SCB Banking
Services

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2.3.1 BUSINESS/ CORPORATE BANKING OF SCB

Standard Chartered Banks corporate clients mainly comprise the top local
and multinational companies operating in Bangladesh. The main objective
of this department is to build and maintain positive relationships with their
clients. As a result, each and every company is assigned a Relationship
Manager, who maintains regular contacts with clients. Moreover, this
department offers the following facilities to its clients:
Project Finance.
Syndicated Loans.
Bonds and Guarantees, etc.
As figure 4.1 shows SCB offers corporate banking facilities to both local
corporate and multinationals. Besides, it also provides commercial,
institutional, quasi-government or correspondence and treasury banking
facilities.

Figure 2: Business/ Corporate Banking of SCB

MERCHANT BANKING
SCB is recognized as the leading financial institution in corporate finance
services in Bangladesh. A professional management team caters to the
needs of its clients and provides them with a wide range of financial
services some of which are project financing and investment consultancy,
syndicate debt and equity, bond and guaranties, local and international
treasury products.
INSTITUTIONAL BANKING
The IBG of Standard Chartered Bank offers a wide variety of products and
services to the different fund based organizations like donor agencies,
NGOs, voluntary organizations, foreign missions, airlines, shipping lines
and their personnel. It has global links with leading banking institutions,
local banks, financial institutions and agency arrangements through its
network of offices in 40 countries. The bank offers a full range of clearing,
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payment, collection and import-export handling services. The bank offers

foreign missions, voluntary organizations, consultants, airlines, shipping
lines, and their personnel the following financial services:

Current accounts in both Taka and other major foreign currencies.

Convertible Taka accounts (these funds are freely convertible to
major International currencies.
Local and foreign currency, remittance, etc.

The verities of financial products offered by this department are:

Vostro Accounts IBG, Bangladesh maintains Vostro Accounts of
banking and financial institutions worldwide. Customers maintaining
such accounts can remit funds throughout the country through the
Standard Chartered Groups branch network as well as through the
Groups local correspondent relationships.
Nostro Accounts In order to increase and promote the
correspondent banking business worldwide, IBG uses Nostro
accounts to Bangladeshi banks and financial institutions in almost
all Es panning the Standard Chartered Groups global network.
Group branches and subsidies provide full clearing and payment
services in the UK, USA, Hong Kong, Malaysia, Singapore and many
African countries. Worldwide payments services are facilitated by a
network of branches supported by electronic cash management
(available in select locations), fund transfer system and membership
of SWIFT.
COMMERCIAL BANKING
SCB offers different commercial banking facilities to all commercial
concern especially those with particular involvement with import and
export finance. It provides the finance facilities like trade finance facilities
including counseling, confirming export L/Cs, and issue import L/Cs backed
by its international branch and correspondent network. It also provides
bonds and guarantees, investment advice, leasing facilities, project
finance opportunities.

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QUASI GOVERNMENT BANKING

The quasi-government service of SCB helps the government by providing
different financial service like efficient and knowledgeable management of
trade business (import & export), skills in barter, swaps and counter trade
deals. In addition, the opportunity of debenture finance for new projects,
possibilities of hard currency loans and lease deals, the opportunity of
syndicated hard currency, financing of loans and import L/Cs, highly
efficient account management and remittance handling within country or
abroad.
TREASURY BANKING
The foreign exchange and money market operation of the Standard
Chartered Bank in the world is extensive. Exotic currencies happen to be
one of its specials areas of strength. A 24 hour-service is provided to
customers in Bangladesh through the Banks network of dealing centers
placed in the principal of the world. The Banks treasury specializes in
offering solutions to who wish to manage interest rate and currency
exposures that result from trade, investment and financing activities of
other dynamic economies of the region. Treasury operations are
developed in line with changing market conditions to offer the best
services to its customers. According to BAFEDA (Bangladesh Exchange
Dealers Association), Standard Chartered Bank presently controls 42% of
the local foreign exchange markets traded volume.

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2.3.2 CONSUMER BANKING

The bank is divided into several divisions and business units, which are
also further sub-divided. The divisions are mainly based on some service
lines designed for and provided to targeted customers, other divisions and
units are there to support the business activities of the major two divisions
namely the corporate banking division and the consumer banking division.
The organogram of Standard Chartered Bank in Bangladesh is given below
The organization structure of Standard Chartered Bank:

Figure 3: Organizational structure of Standard Chartered Bank

Superior retail banking services comprising a wide range of deposits and

loan products are offered by Standard Chartered Bank to its individual
customers through consumer banking. This division constantly faces
challenges and meets them by developing new products and services to
fulfill the specific requirements of local and foreign customers. The
consumer banking division provides the following services through the
numerous branches spread throughout the country.
1. Personal Banking
2. Private Banking
3. Customer Finance
4. Investment Management
5. Wage Earners Services
6. Locker Facility
CORRESPONDENT BANKING
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The International Network Service (INS) department offers its

correspondent customers:
Current account services where Taka settlement is necessary.
The ability to issue bonds and guarantees in support of their
customers business.
Advising of L/C and negotiation of documents
Market intelligence and status reports.
Inter branch transactions facilities
Risk exposures
PHONE BANKING

This department gives the following services:

Operations of accounts over the phone
Transfer of money between accounts
Order Cheque books, account statement
Any kind of query related to banking transactions

OTHER SUPPORT SERVICES

For providing all these services to customers efficiently, the bank
undertakes some other necessary support services, which are described
below:
CUSTODIAL SERVICES: THE EQUITOR
Headquartered in Singapore, SCB equitorfulfils the groups strategic
commitment to the provision of custodial service in Asia. Equators
customers are primarily foreign global custodians and broker/dealer
requiring cross border information as well as sub-custodian services. SCB,
Bangladesh is responsible for the planning in Bangladesh, but the overall
management of the custody business is based on Equitors international
business strategy. Clients are offered a customized and comprehensive
range of products and services, which include:

Custodial services
Brokerage, clearing and settlement services
Securities lending
Foreign exchange
Transfer agent for institutional debt and equity offerings
Delivery, receipt, settlement, registration and physical safe custody
of securities

OPERATIONS DEPARTMENT
This department helps to run the businesses of the bank in a smooth
and controlled manner. They deal with the closing and opening of different
types of accounts and other payments and accounts related processing of
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the Personal Banking division. Moreover, they also deal the processing
works of the treasury division. Following are the main functions of the
operations department:
Central operations deals with the closing and opening of accounts
and other payments and account related processing of the Personal
Banking Division.
Treasury operations help to deal with the processing works of the
treasury division.
Loan Administration Unit (LAU) deals with the processing of the
Corporate Banking division.
FINANCE, ADMINISTRATION AND RISK MANAGEMENT
This department performs the following activities:
Administration, audit and back office operation.
Taking care of taxation and financial control of the Bank.
Keeping track of overall credit operation.
Quality Control and Inspection
INFORMATIONAL TECHNOLOGY (IT) DEPARTMENT
This department helps to maintain communication with the different
branches operating in Bangladesh as well as those that are operating
outside Bangladesh. They are also responsible for maintaining the overall
computerized system, such as Commercial Banking System (CBS), of the
bank. They have a technical support team who solve all types of technical
or system failures.
HUMAN RESOURCE DEPARTMENT
This department manages recruitment, training and career progression
plan. Standard Chartered Bank highlights the importance of developing
its people to create a culture of customer service, innovation, teamwork
and professional excellence. Details of the activities and policies of the
department are discussed in a later section.

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3. MIS of SCB
In SCB, there is no central MIS department. All the larger units conduct
some MIS activities of their own. These activities may be undertaken by a
staff as a part of his activities or there might be a small team dedicated
for this purpose. In consumer banking, there is a MIS and analytics team.
In wholesale banking, the MIS is carried out within the CMO (Cash
Management Operations). The study is an in-depth study on that.
The extent of MIS activity in SCB is more or less limited to data mining and
reporting. The reports are often sent to India for analysis. There is a fully
fledged analytics team in India for analyzing the reports and taking group
decisions.

3.1 CMO (Cash Management Operations)

The cash management operations department is the wholesale banking
departments operational end. It is a large department consisting of 8
units and about 75 Full time and contractual staff. The units of CMO are:

ITT (Inward Telegraphic Transfer)

OTT (Outward Telegraphic Transfer)
STS-PODD (Straight Through Service Pay Order and Demand Draft)
FCU (Foreign Cheque collection)
LCU (Local Cheque collection)
Billspay
PMI (Project, MIS & Investigation)
CAAR (Commercial And Airlines Remittance)

ITT (Inward Telegraphic Transfer)

This unit handles the inward remittances coming through SCB. The
remittances take place through SWIFT (Society for Worldwide Interbank
Financial Telecommunication).
OTT (Outward Telegraphic Transfer)
This unit handles the outward remittances going through SCB. The
remittances take place through SWIFT.
STS-PODD (Straight through Service Pay Order and Demand
Draft)

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This unit handles the pay order and demand draft and also transactions
through BEFTN.
The Bangladesh Electronic Funds Transfer Network
(BEFTN) operates as a processing and delivery center providing for the
distribution and settlement of electronic credit and debit instruments
among all participating banks. This Network will operate in a realtime
batch processing mode.
FCU
This unit deals with receiving and processing cheques collected from
banks of foreign origin. The bank of origin maybe foreign branches of SCB
or other foreign banks
LCU
This unit deals with receiving and processing cheques collected from
banks of local origin. The bank of origin maybe other domestic branches
of SCB or different banks in Bangladesh.
Billspay
This unit deals with paying bills and processing them.
PMI (Project, MIS & Investigation)
This is the unit of which MIS is a part. This unit deals with various projects
as is asked by SCB or the regulators. The projects often involve reports. As
a result, there is no hard and fast schedule for the activities conducted.
The unit carries out all these activities. The investigation encompasses
callback procedures and also checking after anomalous SWIFTs.
CAAR (Commercial And Airlines Remittance)
This unit handles the shipping and airlines customers of SCB. This
specialized unit handles some of the largest customers of SCB and has to
maintain a close liaison with Bangladesh Bank. Moreover, this units
activities involve lots of paperwork.

3.2 PMI (Project, MIS & Investigation)

This is the department concerning the study. SCB does not have separate
MIS department or unit, but this unit acts as a combination of MIS and
other related activities. Below are some specifics:
Staff:

Page | 27

2
1
2
1

Operations Assistant
Assistant Manager
Managers
Senior Managers

Page | 28

3.2.1 PMI activities

The lists of all the activities of PMI are as follows:
Volume based
Type
Receipt
Process
ing
Process
ing
Process
ing
Process
ing
Process
ing
Process
ing
Process
ing
Process
ing
Process
ing
Process
ing
Process
ing
Process
ing

Activity
Receiving queries through mail/email/swift message from
customers/branches
Collecting required information
Investigating the root cause
Compiling gathered data/ information in the investigation
register
Searching for appropriate status of the transactions through
eOpal and other related software
Creating MT 199 as response to the concerned banks
Confirming status of the investigation
Receiving acknowledgement & filing
Performing email correspondence
Sending notification email/swift to remitting
banks/originating source for erroneous transactions
Sending reminder messages in case of no response
Refunding outstanding cover
Approving swift messages

Table 1: Volume based activity of PMI and their type

Fixed processing
Activities
Collecting documents from different units
Conducting KCSAs
Reviewing KCSAs
Raising exceptions & discussing with concerned department's Line
Manager
Setting action plan & discussing with concerned department's Line
Manager
Grading KCSA exception/phoenix risk issue
Raising & tracking open exception through phoenix
Page | 29

Receiving emails from IRU for NOSTRO outstanding/unmatched items

Reviewing source documentation & referring to relevant person
Reconciling items & informing IRU through email
Receiving data from different departments/sources
Compiling data as per requirement
Analyzing the compiled data/information with sequential & logical
manner
Investigating the deviances found while analyzing and finding the root
cause
Reviewing and fixing anomalies identified (if any)
Compiling the gathered information in the main file
Executing the tracking method to ensure irregularities
Forecasting the data/information in a well-structured manner that is
easy to understand
Reconciling and cross match the data wherever required and possible
Checking of reports
Delivering reports to concerned person/depts./regulatory/govt. Bodies
Receiving emails from IRU regarding outstanding items
Checking with respective departments to ensure correctness of source
documents
Following up until resolution
Escalating old items as per policy
Receiving list of ITT pending cases from ITT unit
Searching phone number of concerned customers from eBBS
Making phone calls to customers
Typing conversations with customers
Searching the concerned RMS from ebbs
Emailing RM updating about their cases
Printing the emails & filling with relevant cases until the issue is
resolved
Receiving DOA related documents signed off by concerned staff and lm
Providing copies to unit managers for onward distribution to concerned
individuals
Filing original DOA documents
Table 2: Fixed activity of PMI and their type

Investigations & query handling

Receive and register query

o Customer/branches/group/correspondent bank
o Via mail/email/SWIFT
Verify source
Investigate and respond

Call back
Page | 30

Call back request from internal CMO units

o ITT
o OTT
o FCU
o LCU
o STS-PODD
Perform callback using call back tree/eBBS

Bangladesh Bank letter tracking

Bangladesh Bank sends various letters frequently to SCB CMO with
different purposes like notifying approval of documents, asking for
documents, remittance enquiry, enquiry about suspicious transaction and
so on. Another function of the MIS unit is to ensure receipt of them and
tracking for future use.
The letters are received and signed by the CEOs office at first. Then the
MIS unit receives it and enters the details in a file. The letter is given a
unique ID and photocopied. It is then sent to the respective unit and the
photocopy stored by MIS for future reference.

Figure 4: Flowchart of Bangladesh bank letter tracking activity

Page | 31

3.2.2 MIS activities

3.2.2.1 Reporting

The primary MIS activity is reporting. The reports generated are of a wide
variety. The data sources are from all other departments and the
timeframes varies from daily to yearly and on demand basis. Currently the
report generation is done using MS Excel and MS Access. For the reporting
purpose, the MIS team Assistant Manager has developed a custom made
macro-based MS Excel application to auto-generate the reports and
forecast. Named CMO analytics, this only involves copying the necessary
data so that reports, charts, trends and forecasts are auto-generated.
The different types of reports based on frequency are:

Daily
Weekly
Fortnightly
Monthly
Quarterly
Half yearly
Yearly
On demand

However, the overall categorization of the reports is:

Internal
Regulatory

Page | 32

3.2.2.1.1 Internal Reporting:

The internal reporting consists of a wide array of report with prepared data
from other departments or data collected by the MIS department itself.
The reports include a wide variety from regular leave maintenance to
forecasting which involved decision making by the managerial bodies.
Data provided by different
departments

Custom build MS Excel

Analytical tools

Auto generated trend

analysis, statistical
represntation & forecast
Analysis sent to other
departments or decision
makers
Figure 5: Flowchart of activities for internal report generation

List of reports
The internal reports can be further categorized by the data sources. Some
reports are originated by periodical data submitted by other units in the
CMO department. Other reports are prepared by the MIS department itself
taking data from the central database or other departments outside CMO.
The lists of some of the reports from their point of origins are:
Reports from other departments:
Reports
Deviation tracker
Transaction related to sanctioned
countries
KRI
Error Report for checker and maker
Travel, medical and educational
figures
No. of staff taken block leave
Volume of Thruput Request

Departments
Most
ITT
Most
All
OTT, PODD
All
PODD, OTT, ITT,
Page | 33

LCU
payment Most

High
value
manual
transaction and call back
Wire transfer exception report for
ITT and OTT
Regulatory statement submission
List of new joiners and leavers
Intra
group
sanctions-rejection
tracker
S-9, S-13 (Foreign Investment,
equity, loan) report
SR VII escalation
System limit review against DOA
(eBranch)
GTO Scorecard to UORM
Sundry
suspense
reporting
template
Duplicate
framework
(DFW)
monthly report
System
access
review
(OPCC,
RCMC) signed copy
JD,
DOA,
Handover,
Takeover
changes signed copy

OTT, ITT
ITT, PMI
Most
ITT
FCU, ITT
ITT, INV
Most
PMI, Risk
PMI, Risk
OTT, ITT
POCC, LCU
All

Table 3: List of reports and their sources

MIS generated reports

These reports are produced by MIS itself using information from central
database

Donation Reports to NGO

Bureau
Inter-day & Intra-Day Chart
BOLD Intermediate
Security Matrix Review
Folder Access review
One page process summary
sheet
DOI Update
CIO Matrix
File Archiving
Miscellaneous Data Analysis
Support
PAR raise for CMO
RMS - Limit change, norkom, ID
Page | 34

Deletion/creation

Page | 35

3.2.2.1.2 Regulatory Reporting

Page | 36

Regulatory reports are requirements from Bangladesh Bank. The reporting

procedure is usually initiated by Bangladesh Bank issuing a circular
regarding the reports. The bank then circulates the circular among the
clients that are eligible for the reporting. Upon collecting the necessary
forms and documents from the clients, SCB then justifies the presence of
all the documents and any possible errors done while filling up the
documents. The reports are then sent to Bangladesh Bank for further
check. The regulators make any necessary amendments and resend it to
SCB. After finalization, it is updated to Bangladesh Bank Server. These
reports make up a huge portion of MIS activities as well as use up a
significant amount of time.

Page | 37

Major
Regulatory
Reports
FI
reporting

Circular received from Bangladesh Bank

1
Client list filtered for applicable clients

FI 1 is a semiannual survey
and reporting Circular forwarded and clients communicated and guided
conducted by
Bangladesh
Bank via the
Feedback & documents received
banks.
The
basic
Not OK
objective
of
this statistical
survey is to
Not OK
Check documents
identify
the
sources
through
OK
which Foreign
Direct
Investment
Verify & Validate
(FDI)
come
into
Bangladesh
OK
and
vice
versa
and
Corrections made
quantify the
magnitude of
such resource
Compiled and input
flows. As the
central bank
of
the
country,
Correction from Bangladesh Bank
Bangladesh
Bank
is
responsible
Reported and Finalized
for
monitoring
FDI flows, which are to be used in compiling balance of payments
statistics and international investment position of Bangladesh.

Page | 38

ED 1/ ED 2 reporting
Bangladesh Bank has been working for quite some time in collaboration
with the Economic Relations Division of the Ministry of Finance to develop
a database for private sector external debt under a UNDP funded project
entitled "Capacity Building for Management of Foreign Aid in Bangladesh".
In order to develop this database, information on foreign loans is collected
from
the
private
sector
institutions/
enterprises.
The private sector enterprises after getting approval for external
borrowing from the Scrutiny Committee, headed by the Governor of
Bangladesh Bank, have to submit the loan agreements made between the
foreign lenders and the borrowing company. They also have to report the
transaction data through the form ED-1 on quarterly basis (January-March,
April-June, July-September and October-December).
The ED 2 form is to be submitted when a new loan is taken while the ED 1
is on a quarterly basis to show the loan repayment schedule for the
mentioned quarter. These reporting are also a responsibility of MIS
department.
3.2.2.2 Other activities

Database Setup

Setup of various static data for processing CMO products. Setup

done as per requirement of relevant transaction processing units
Setup related to dotOpal
o Request of setup given to officer
o Setup done and checked
o Signed by officer & manager of MIS
o Hard copy checked and approved
Setup related to RCMS
Hard copy checked and approved
Collection and submission of different report to regulators, groups,
country
management
and
regulatory
department
on
daily/weekly/fortnightly/monthly/quarterly/half yearly/yearly or as &
when basis.

Delegation of authorities

MIS & Investigations gets documents for CMO signed off by

incumbent & line managers
Provide copies to unit manager for distribution

Page | 39

3.2.3 MIS Tools

To handle the internal reporting, the MIS of CMO department uses its own
custom made tools. A custom made macro based tool named CMO
Analytics is made in MS Excel to facilitate the process. This has
significantly reduced the time involved in report generation and also
decreased any chance of possible error due to repetitive report generation
over time.The toolencompasses the following:
Input: The necessary input from the other units or from the central database are
pasted into the analytics in the following worksheets for further processing.
Input
Error Input
KPI Input
Cost Input
Value Amount
Complaints
Capacity Model
Daily Volume
Complaints
Operations
Metrics
Leave

KRI: One of the most important outputs from the analytics is the KRI (Key
Risk Indicator). The worksheets calculate the KRI using the overall volume
and the no. of errors made at different phases of activities. The different
sheets deal with the different units of CMO.
KRI
ITT
OTT
LCU
FCU
STS-PODD
Billspay
CARR
INV (PMI)

KPI: Another very important output from the analytics is the KPI (Key
Performance Indicator). The worksheets calculate the KPI using the overall
volume compared to the no. of employees involved at different phases of
activities. The outputs involve the following:
KPI
Page | 40

Error KPI
Product metrics
Service Metrics
Cost Monthly

Reporting: The major reports from the CMO Analytics are:

Reporting
Volume
Matrix
monthly
South Asia call
AML Matrics
TB Data

Dashboard: The dashboard provides consolidated information by means

of tables, charts and graphs. These give an overall idea about the CMO
and other important aspects.
Dashboard
CMO Overview
CMO
Unit
wise
Volume
Single
Unit
Overview
STS PODD Volume
Cost

Summary: The summary worksheets are similar to dashboard with the

difference that they are much for focused. The following are the main
summary being processed by CMO Analytics.
Summary
Product-3 years
Staff Chart
KPI- 3 years
Error - 3 years
Internal Errors
Cost - 3 years
Capacity model - 1
year
Complaints - 1 year
Leave status

Analysis: The analysis calculation mainly deals with the forecasting

activity of MIS. The charts and graphs use trend analysis and regression to
forecast result 1 or 2 months in the future.
Page | 41

Analysis
Volume Analysis
FTE Management
Accuracy
Capacity Utilization
Forecast-Linear
Forecast
Exponential
Threshold Volume
Volume Forecast
Volume Forecast CMO
Daily
Volume
Complaints

Page | 42

3.2.4 Summarized MIS Workflow:

ITT
OTT
FCU
LCU
STS-PODD
Billspay
CAAR

Bangladesh Bank

Circular

Reports
Letters

Input
Feedback

Clients

MIS

Circular & Feedback

Reports

Head of CMO

Analytics, India

Figure 7: Summary of MIS activities

Page | 43

3.2.5 Shortcomings
Upon frequent discussions with various personnel from both MIS and other
units of CMO, some problems were found. The condensed forms of the
problems are:

Staffing: Most of the MIS activities are dependent on input from

other units. However, understaffing is sometimes a problem in this
regard. Therefore, this creates a bottleneck in the performance.
Independent MIS: The MIS unit is not a separate unit of its own. It
is combined with projects and Investigations as well. Therefore,
often the boundary between MIS activities and other PMI activities
overlap.
Regulatory Reporting: During the regulatory reporting, the
function of MIS is to circulate the circular and instructions and
receive the necessary documents, amend and upload. However, it is
seen that MIS has also to shoulder the additional duty of chasing
after the negligent clients. These added workload and responsibility
can often cause MIS to divert from its usual activities.

Page | 44

4.

Conclusion

4.1 Summary
The study is a descriptive one focusing on the activities as conducted by
the MIS unit of SCB. This also took under consideration the link between
other units and the MIS. It has also been seen that the MIS department
plays an important part in maintaining regulatory requirements of the
bank. It has been seen that MIS is an important component in both day-today operations and also important decision making. The major roles of MIS
can be outlined as:

Report generation: The primary function of MIS is report generation

which encompasses reports, tables, graphs, charts, forecasts, etc.
Regulatory liaison: All the regulatory letters from Bangladesh Bank
for CMO are received by MIS after passing through the CEOs office.
Moreover, the regulatory reports like FI-1 or ED 1/ ED 2 reports.
Database setup: Setups related to the banks own software like
eOpal or RCMS is conducted by the MIS.

As is seen, the main activity of MIS is mainly data mining and reporting.
Though analytics is supposed to be an enhanced activity of MIS, it is done
by Analytics team in India. Only Consumer Banking has some form of
Analytics present. Nevertheless, it is obvious that MIS performs crucial
role in the banks operation and decision making.

4.2 Suggestions/ Recommendations

Frequent interviews with MIS personnel have led to the following
important recommendations, which SCB could take into consideration to
enhance MIS functionality.

Establish a centralized MIS for all departments: Currently the

MIS activities are handled separately by the major departments with
small units or individual personnel responsible for the functions. It
could be beneficial to have a centralized MIS department with
dedicated personnel for these activities.
Integrate analytics:Currently the portion of MIS activity done in
SCB Bangladesh is mainly data mining. However, the analytics
portion is done by a team in India as a group operation. However,
these analytics could be conducted in Bangladesh as well. In that
Page | 45

case, the analysis and the decision making could be done tailored to
Bangladesh scenario specifically keeping in mind the local market
and regulations.
Wider report varieties:Currently there are a fixed set of reports to
be generated by the MIS team. MIS personnel suggested that newer
varieties of reports could be introduced. These should provide newer
challenge which the personnel suggested.
Software:Currently the software used for report generation is MS
Office suite, in which MS Excel and MS Access are the ones most
used. Custom made software could be used which are tailored for
report generating purpose. Moreover, MIS of CMO has its own macro
based MS Excel application named CMO Analytics which was
developed by MIS personnel. However, this was an individual
venture and is self-owned. SCB has made no move to acknowledge
or incorporate it. SCB could make it official and recognize it since
this particular module has increased the efficiency manifold.

Page | 46

Bibliography

Arif, A. S. (2013, June). (R. Ahmed, Interviewer)

Manage Information System. (n.d.). Retrieved from Wikipedia:

https://en.wikipedia.org/wiki/Management_information_system

Services Offered By Standard Chartered Bank. (n.d.). Retrieved from

Assignmentpoint: http://www.assignmentpoint.com/business/internshipreport-on-services-offered-by-standard-chartered-bank.html

Statistics Department. (n.d.). Retrieved from Bangladesh Bank Website:

http://www.bangladesh-bank.org/aboutus/dept/stat/surveyforms.php

Page | 47