Overview of

Organizational Behavior

Delta Brac Housing Finance Corporation

Limited

Submitted to: Prepared By:

Group “2” members:

Mr. Brig Gen Monirul Islam Akhand
EMB 601 (OB) 1. Siddartho Sangkor Kirtonia 172 5026 090
North South University 2. Syed Abdul Muyeed 182 5273 090
Dhaka, Bangladesh 3. Shaharul Islam 161 1560 690
Phone: 01713098329 4. Md Abu Bakar Siddik 172 5348 090
Email: miakhand3328@yahoo.com 5. Abu Hasnat Md Tasnim 172 5181 090

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 LETTER OF TRANSMITTAL

Date: August 18, 2018

Brig Gen Monirul Islam Akhand (IAD)

Course Instructor
EMB 601 (Organizational Behavior)
North South University
Dhaka, Bangladesh.

Dear Sir,

With great gratification, we are submitting our report on “Overview of Organization Behavior at
Delta Brac Housing Limited” that you have assigned us as an essential requirement of the EMB
601 course curriculum. It is really an enormous prospect for us to congregate vast information
and grasp the subject matter in an appropriate way. We have found the study is quite interesting,
beneficial and insightful. We have put our best effort to prepare an effective and creditable report.

We firmly believe that our analysis will provide our thorough understanding of different aspects of
organization behavior at Delta Brac Housing Limited (DBH) and its unique culture, its associated
factors and some observations. We also believe that you will find this report worth for all the labor
we have invested in it. We sincerely appreciate your guidance, insightful class lectures and
mentoring which enabled us to reach accomplish this report.

We sincerely hope that you would consider our endeavor and find the report satisfactory.

Yours Sincerely,

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 ACKNOWLEDGEMENT

On behalf of the group “2” I am very much grateful to the very well-known faculty of North South

University, Brig Gen Monirul Islam Akhand, for his guidance, insightful class lectures and

mentoring time to time. He made several important suggestions and disseminated specific

expectation and brief about this assignment report and presentation which helped us

tremendously. We found his class lectures are so insightful and informative. We had the

opportunity to learn about a vast range of different concepts and applications of modern

organization behavior in different organizations. The class curriculum was full of participation from

the students coming from different background and working industry. It was truly a great learning

journey for each one of us in the class and our sincere thanks goes to Mr. Brig Gen Monirul

Islam Akhand sir for developing this class curriculum and course structure.

I am also indebted to each one of my team members for their contributions to make this report

and the presentation slides. As a team leader, it was a great privilege to work with these energetic

and hardworking young talents.

On behalf of Group “2” members

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 Table of Contents
1.0 Introduction ..................................................................................................................... 5
2.0 Objective of the project................................................................................................... 6
3.0 About Axiata Group: ....................................................................................................... 6

4.0 About Robi ............................................................................ Error! Bookmark not defined.

4.1 History of Robi Axiata Limited ..................................... Error! Bookmark not defined.
4.2 Organogram of Robi Axiata Limited............................. Error! Bookmark not defined.
4.3 Products Offering ........................................................ Error! Bookmark not defined.
4.4 Customer Service Centers .......................................... Error! Bookmark not defined.

5.0 Key OB elements of Robi ...................................................... Error! Bookmark not defined.

5.1 Guiding Principles and Code of Conduct ..................... Error! Bookmark not defined.
5.2 Culture of Robi ..........................................................................................................23
5.3 Role of Robi HR team in setting effective OB practices Error! Bookmark not defined.
5.4 Leadership Model........................................................ Error! Bookmark not defined.
5.5 Motivation & Reward System ...................................... Error! Bookmark not defined.
5.5.1 Establishing Competitive Salary Levels ....................... Error! Bookmark not defined.
5.5.2 Salary Ranges ............................................................ Error! Bookmark not defined.
5.5.3 Compensation Mix ...................................................... Error! Bookmark not defined.
5.5.4 Worker’s Profit Participation ........................................ Error! Bookmark not defined.
5.5.5 Talent Management .................................................... Error! Bookmark not defined.
5.5.6 Accelerated Development Program ............................. Error! Bookmark not defined.
5.5.7 Development Platforms ............................................... Error! Bookmark not defined.
5.5.8 Robi Recreation Club (RRC) ....................................... Error! Bookmark not defined.
5.6 Stress Management .................................................... Error! Bookmark not defined.
5.6.1 Current Good Practices ............................................... Error! Bookmark not defined.
5.7 Communication System .............................................. Error! Bookmark not defined.
5.7.1 Face-to-Face............................................................... Error! Bookmark not defined.
5.7.2 Broadcast Media ......................................................... Error! Bookmark not defined.
5.7.3 Mobile Communications .............................................. Error! Bookmark not defined.
5.7.4 Electronic Channels .................................................... Error! Bookmark not defined.
5.7.5 Written Messages ....................................................... Error! Bookmark not defined.
5.8 Conflict Management .................................................. Error! Bookmark not defined.
5.8.1 Grievance Procedure .................................................. Error! Bookmark not defined.
5.9 Robi Occupational Health & Safety Policy Statement .. Error! Bookmark not defined.
5.10 Corporate Social Responsibility................................... Error! Bookmark not defined.
5.11 Dress Code ................................................................. Error! Bookmark not defined.

5.12 Recommendation: ................................................................ Error! Bookmark not defined.

5.13 Conclusion: .......................................................................... Error! Bookmark not defined.

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1.0 Introduction

Organizational Behaviour is a field of study that investigates the impact that individuals,
groups, and structure have on behaviour within organizations, for the purpose of applying
such knowledge toward improving an organization’s effectiveness. That is, it interprets
people – organization relationships in terms of the whole person, whole group, the whole
organization, and whole social system. Its purpose is to build better relationships by
achieving human objectives, organizational objectives, and social objectives. OB
encompasses a wide range of topics, such as human behavior, change, leadership,
teams, etc.

Organizational behavior has a great impact on individuals and also in organizations which
cannot be ignored. In order to run the businesses effectively and efficiently, the study of
organizational behavior is very essential.

Delta Brac Housing Finance Limited is well known and well reputed non-banking financial
organization in Bangladesh. Since its beginning in 1996 DBH has embraced values that
have helped the Company grow into the largest housing finance organization today. DBH
has achieved AAA (Highest Safety Ratings) for consecutive 14 years. DBH obtained this
prestigious position by conducting an organizational culture, hiring best people and
creating meaningful connections among them, resolving the conflicts, developing the
qualities of the employees, and establish firm and clear leadership chain.

It is a great opportunity for the group members to work on this project which allowed them
study and understand thoroughly different Organizational Behavior practices in DBH Ltd.
In this project paper the team members tried to match what they have studied in theory
and practices within the organization. From the study they suggested some
recommendations for the betterment of the practices.

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2.0 Objective of the project

This report is developed based on our understanding and study of the collected
documentations covering policies, and processes, websites of the company and some
interviews conducted with existing staffs DBH Limited. Also one of the member of our
team is a senior-level employee of the organization and has been working for more than
11 years in the organization that helps the researchers to get an access to a huge
collection of information. Our main objective of the study is given below.

 To understand the overall organizational behavior practices of DBH Limited

 To understand the external communication process between multiple
stakeholders.
 To identify if there are any areas of improvement in line with the concepts briefed
in the class and
 To provide effective and practical recommendations to improve overall efficacy of
OB practices at DBH Limited.

3.0 About DBH:

Delta Brac Housing Finance Corporation Ltd. (DBH) is the pioneer, largest and specialist

Non- Banking Financial Institute (NBFI) in Housing Finance Institution in the private sector

of the country. After commencing operation in 1996 the company has registered

commendable growth in creating home ownership in Dhaka and other major cities of the

country. At the same time, the company has been playing an active role in promoting the

real estate sector to the large cross sections of prospective clients who had but yet

unfulfilled dream of owning a home. Among all Banks and Financial Institutions of

Bangladesh only DBH has been rated the highest ‘AAA’ credit rating for fourteen

consecutive years. The level of credit rating provides a very important indication of the

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financial safety, security and strength of the concerned Bank or Financial Institution and

is particularly relevant to its depositors and other investors such as shareholders and

lenders.

3.1 Type of Business

DBH is the major player in the housing finance sector in Bangladesh since 1996 and

remains one of the leading non-bank financial institutions. Today, we are an acclaimed

brand for a high level of customer service; and respected for ethics, values and corporate

governance.

We have developed an attractive suite of products that cater to all customer segments,

with our primary focus to strengthen the society by expanding home ownership. By

leveraging our understanding of customers from different economic segments, we are

today in a position to extend a range of products and services in loans as well as deposits

through our specialized team members. Thus, we provide one stop facility for our

customer needs.

DBH is a service oriented organization. The main business of DBH is it deposits money

from different sources like individual investors, corporate investors and individual share-

holders. DBH lends money to different individual or corporate clients to purchase flat or

plot, renovate building or spaces. It also lends loan to different builder to develop house

building projects.

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3.2 Strategic Objectives

• Focus on building deep and long-standing relationships with our clients, customers as

well as real-estate developers, and constantly look to improve the quality of our products

and services.

• Focus on developing our human resource talents.

• Ensure balanced growth with a disciplined approach to the management of risks and

costs.

• Ensure adequate capital and liquidity to sustain our business over the long term.

3.3 Corporate Profile

BRAC: BRAC, an international NGO holds 21% share of DBH.

Delta Life Insurance Company: Delta Life Insurance Company is a largest life insurance

company in Bangladesh. It contains 18% share of DBH.

Green Delta Insurance Company: Green Delta Insurance holds 16% share.

HDFC: HDFC is the largest housing finance organization in India. It holds 12% share of

DBH.

IFC: IFC is an international institute under World Bank. It holds 12% share of DBH.

General Share Holder: Different foreign and local Institute and individual shareholders

contain 21% share through IPO under Bangladesh Stock Exchange.

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Below chart describes the shareholding patterns, and helps us deduce the multi facet

level of shareholders and stakeholders involved with Delta Brac Housing Limited.

SHARE HOLDING PATTERN

Brac Delta Life Insurance Green Delta Insurance IFC HDFC General Shareholders

21% 21%

12%
18%

12%
16%

3.4 Company Orgonogram

There are eight board of directors nominated by sharehoders and approved by

Bangladesh Bank.Managing Directore and CEO is appointed by Board of Director and

approved by Bangladesh Bank. Management Committee is formed with Six top level

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employees of DBH. MD and CEO is the chair of Management Comittee. In below

company orgonogram is given.

Board of Directors

Company Secretary

MD & CEO
Share Department

Management Comittee

Head of Operation Head of Admin &

Head of Credit Head of HR Head of IT CFO
Deposits & Loan Recovery

Branch Loan Sales Manager HR

Deposit Manager IT Manager
Manager BSP/DSP Manager

Accounts
Legal Manager Technical Manager Finance Manager
Manager

Customer Service
Recovery Manager Admin Manager
Manager

Figure -1 Company Organogram

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4.1 Introduction

Communication plays a vital role in the success of an organization. As DBH is a financial

organization, it has to maintain both external & and internal communication and different

forms of communication standards across the various stakeholders.

In addition to, clients and employees, DBH also has to maintain strong communication

with regulators such as Bangladesh Bank.

4.2 Forms of Communication

To be successful an organization needs both internal and external forms of

communication. DBH uses both forms of communication. DBH maintains it’s external

communication with Customers, Land Developers, Bangladesh Bank, National Board of

Revenue (NBR) and general shareholders. Within the employee internal communication

performed. Employees of DBH keeps close communication with it’s customers and

maintain a relationship with the customers. In the figure (2) the forms of communication

maintained by DBH is described well.

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 Regulatory Authority
General Share Holder External Communication
(BB,NBR)

Internal Communication DBH External Communication

Employees Relationship/Interactions Customers ,Vendors & BAnk

Figure-2: Process of External & Internal Communication

4.2.1 External Communication

External business communication refers to the way the company communicates and

builds relationships with its partners, customers, or any entity outside the company

organization. The main purpose is to keep the world aware of the company’s business

operations and about the products and services offered. Strong external communication

improves public credibility, the overall profit and the corporate image. It can help to

expand the boundaries of business and to strive to be number one on the existing market.

DBH continues external communication in the above manner.

Below are the forms of external communication scenarios;

Hiring the Employees: If DBH wants to hire someone, it advertises the vacancy, receives

applications, calls the candidates, takes the interview and then offers job to the successful

candidates. The whole process requires the combined effort from Human Resource

departments and respective department employer.

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Dealing with Customers: Sales letters and brochures, paper-form and televised

advertisements, personal sales calls, and direct formal proposals between potential

clients are used to stimulate the customer’s interest. Communication also plays a part in

such customer related functions as credit checking, billing, and handling complaints and

questions. Customer service department, sales team, business sales team & in-house

Call Centre department of DBH also perform this task well; to ensure communication are

maintained.

Dealing with Builders: As DBH gives loan to purchase flat, it requires to maintain a close

relationship with the builder. Customers go to different builder to purchase flat. They then

show their interest to take loan to finance the apartment. Builder then recommend them

DBH to take loan from DBH. So, builders are a source of the company’s prospective

client. DBH maintains a win-win relationship with the builder. Business sales peoples

(BSP) are responsible to communicate with the builder. The company has a database

with different builder and their projects. If a customer show interest to buy a flat in an area,

DBH inform the builder of that area about the prospective client. The builders

communicate with the customers. Sometimes, DBH and builder jointly offer loan sanction

and flat purchase facility at the same times. At that case they offer some opportunity to

clients like processing fees discount, or interest rate discount.

Negotiating with Vendors and Suppliers: To obtain necessary supplies and services,

companies develop written specification that outlines their requirement. In this scenario,

DBH needs to ensure strong relationship exists with suppliers, such as work place

stationaries, IT based hardware, Physical servers.

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Informing the General Shareholders: Balance sheet, income statement, and ratio

analysis are used to inform the investors regarding performance of business.

Interacting with Government Authority: DBH is under the central bank of Bangladesh

named Bangladesh Bank (BB). DBH needs to send different information to Bangladesh

Bank through daily, quarterly and monthly reports. DBH needs to send all customer

related credit information to Credit Bureau of Bangladesh Bank. Also in order to sanction

Loan DBH need to take the CIB clearance from Bangladesh Bank. DBH has to give tax

and excise duty to National Board of Revenue (NBR). So, the company needs to send all

interest related reports to NBR.

4.2.2 Internal Communication

Internal business communication includes all communication processes within an

organization. It influences the overall performance of a company on many levels. If

employees are on good terms with each other, the teamwork will be productive, oriented

towards one result that benefits everyone and will raise the company performance. Good

internal communication increases the work satisfaction of employees, their safety and

mood. Internal communication is a great tool for strengthening a company’s brand image

and reputation. When the atmosphere in the company is positive, it will spread out and

affect the external communication as well. DBH maintains both formal and informal

communications.

There are three internal business communication types:

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Horizontal communication: Horizontal communication involves the exchange of

information between employees of one rank. The information normally circulates so that

employees can collaborate with each other better. It is essential for solving common

problems and improving teamwork. Effective information circulation inside the company

increases the awareness of each employee of the current tasks and helps to achieve

common goals faster. For any decision making to take place, department employers

need to work with other lateral departments; for instance disbursement of loans and

procurement of assets,

Upward communication: Upward communication includes all the information that flows

from the bottom of the managerial hierarchy to the top, for example from subordinates to

managers. It gives employees the opportunity to offer suggestions or ideas, to give

feedback which is essential for making improvements, and to know that they are

encouraged to show enthusiasm and think outside the box. DBH values every employees’

opinion. Crucial for any loans sanctions, when they are being released to clients.

DBH maintains an open door policy practice, whereby employees can discuss details of

their career concerns with their employers.

Downward communication: Downward communication refers to information that flows

from the top to the bottom. Managers, supervisors and any superiors must communicate

to subordinates about the company’s mission, vision, aims, strategic goals, policies,

regulations, rules, corporate values and many more. In the figure (3) horizontal, upward

& downward communication is well described.

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 $

DBH NBFI

Board of Directors

MD & CEO

Management Comittee

Head of Operation Head of Admin &

Head of Credit Head of HR Head of IT CFO
Deposits & Loan Recovery

Branch Loan Sales Manager

Deposit Manager
Manager BSP/DSP

Personnel of HR Personnel of IT

Accounts
Finance Manager
Manager

Personnel of Deposits Personnel of Loan Sales

Legal Manager Technical Manager

Accounting
Personnel of Finance Personnels

Customer Service
Recovery Manager Admin Manager
Manager

Personnel of Deposits Personnel of Loan

Customer Service Personnel of Admin

Personnel of Recovery
Personenel

Figure:- 3 Internal Communication Process.

Setting goals and Objectives: - DBH is highly performance oriented organization. At

the beginning of a financial year, clear and well defined objectives are set for every

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employee. These objectives include financial results, product quality, market dominance,

employee’s satisfaction, or service to customers. So the communication enables all the

persons in an organization to work towards a common purpose.

Making and Implementing Decision: - In the figure (3) it is observed that board of

directors communicate with managing director and CEO of DBH. In the Annual general

meeting they set goals and objectives for the next year. MD and management committee

set objectives according to the director’s objectives. Then all the Head of Departments

are informed and also subordinates are informed by their respective HOD. In order to

achieve the objective, people in DBH collect facts and evaluate alternatives, and they do

so by reading, asking questions, talking or by plain thinking. These thoughts are put into

a written form. Once a decision has been made, it has to be implemented which requires

communication.

Appraisal: - Having implemented the decision, management needs to determine

whether the desired outcome is being achieved. Statistics on such factors as cost, sales,

market share, productivity and inventory levels are compiled. This is done through

computers, manual papers, memos or reports. At the end of the financial year each

employee is evaluated considering his objectives and his achievement and promotion or

other achievement is given to him. All these require communication.

Design Products: - Business product manager continuously survey the market and

design new products. He needs to communicate with IT departments to incorporate the

new product in to current software. Then respective departments like deposits or loan

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operation are informed about the product. Also sales team are also informed. They then

try to sale the product in the market. All the process required internal communication.

Interaction between employer & employee: - Employees are informed about policies

and decisions of employers through circulars, reports, notices etc. Employers also get in

touch with employees through application, complaint etc. So, communication plays a vital

role in the interaction of employer and employee.

4.3 Tools use to communicate

DBH uses different tools communicate with the clients and employee.
Face to Face Communication: Face to Face communication is used by customer

service department, Sales department, Loan and Deposits department to communicate

with the clients.

Verbal Communication by Telephone: Now a day we can’t think any organization

without mobile or telephonic communication. In DBH there is a call center where

customers can call and inquiry about their loan or deposits. Also prospective clients are

called to promote our products. Also for documents, to recovery overdue or installment

DBH communicates with the client over phone.

SMS Communication: DBH is actively pursuing text messaging to enhance

engagement and loyalty. With a properly executed SMS program, DBH engage their

audiences in a non-intrusive way.

DBH uses SMS to:

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• Build brand awareness

• Build purchase intent

• Promote timely offers

• Build customer loyalty

• Improve customer service and decrease call center volume/costs

Some examples of use of SMS are:

Loan Approval Message: When a loan is approved SMS is given to clients informing

the approval of the loan.

Renew of Deposits: If deposits are renewed after the maturity it is informed to the

clients through SMS.

Dishonor SMS: If a cheque is dishonored it is informed to the client by SMS.

The use of SMS is vast in DBH. All these case SMS is generated through system

without any manual intervention.

EMAIL Communication: Now a days Email communication also plays a vital role in an

organization. DBH is not far from that. Email communication is cost free and faster. Also

DBH is aims to be a paper- less organization. Most of the internal communication email

is used in DBH. Also DBH takes email address of all clients to communicate. Email is

used to send different statement to clients like Tax statement, Balance Statement and

others.

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MEMO: DBH uses memos only to circulate any business related process and which

required initial of approver.

5. Code & Ethics

The core objective of the Code of Conduct of DBH is to provide the employees with a
clear understanding of the standards expected from them as an employee of DBH and
whilst performing their duties. The Code of Conduct also represents a broad framework
of ethical standard of conduct that is expected from every employee of DBH. This
framework is based on the values and principles that have since inception translated into
standards of ethical conduct, which an employee is expected to uphold and adhere to all
times. This Code of Conduct applies to all Employees and Executive Director, hereinafter
referred to as ‘Employees’ whether permanent or on contractual/probation.

5.1 Compliance Guidance:

a. At all times the stakeholders of DBH shall act in a professional and ethical way, and
uphold the highest standards of honesty, trust, fairness, integrity and diligence.

b. Every stakeholder shall consider the risks and implications of their actions and in
principle, should feel accountable for them, and for the potential adverse impacts.

c. DBH shall take firm promise to adopt endeavor to follow best industry practices.

d. All information shall be used and handled with best care and due diligence to be
applied to ensure highest confidentiality and preserving sensitivity.

e. Prevent and avoid potential conflict of interest that may arise and influence one whilst
performing at workplace.

f. Serve customers, colleagues and counterparties with due care. Respect their desires
and serve them with responsibility if they asked for, or help them voluntarily.

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g. Set the service standard for the organization that reflects professionalism that also
expresses values and attitudes, as well as positive behaviors.

h. Equip employees to carry out their duties with due regards to the technical and
professional standards expected by qualified customers. Encourage the employees
continuously to develop and maintain their technical and professional knowledge and
level of competence.

i. Encourage the staff/officials to act with complete integrity towards customers,

colleagues, counterparties and others with whom they may come into contact.

5.2 Responsibility to Shareholders

a. DBH should preserve the lawful benefits and interests of its shareholders.

b. Should make utmost endeavor to maximize profit and increase payout ratio for the
stakeholders and manage the same ethically and properly.

5.3 Responsibility to Customers:

To satisfy the customer-needs efficiently, DBH requires to:

a. Understand and honor the customer needs, as well as serve them indifferently,
promptly and honestly.

b. Ensure complete secrecy of customers’ affairs/account information at all times unless

asked by any competent court or any other lawful authority.

c. Issue notice with reasonable time in case of closure of customers’ accounts with the
Company for any legitimate reason(s).

d. Provide customers with requested account statement accurately and promptly.

e. Keep the customers updated regarding suspicious operations in their accounts, if

any.

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f. Exercise due diligence in the operation of customer accounts.

g. Keep customers fully informed with all related financial products.

5.4 Responsibility to the Environment and Society:

Environmental and climatic protections are among the most pressing global challenges
of the time. All of these are to be taken into account in all areas of the Company’s
business. The concerned authority of DBH must have firm commitment to choose and do
the right things, along with the compliance of legal requirements in this regard. They must
consider structural and non-traditional risks management options that inherent to
Company’s financial activities side by side with the management of traditional financial
risks, such as credit risk, market risk and operational risk etc. Risks inherent to
environment and social or community events/activities also need to be taken into
consideration.

5.5 DBH expects its employees to:

 become familiar with the Company’s mission and contribute to its achievement
by living the organizational values, and observing the Code.
 Read, understand, and comply with DBH’s policies and internal procedures.
 Dedicate employees’ talents and full efforts to their jobs.
 Share their knowledge and experience for the benefit of DBH and its
stakeholders.
 Meet their commitments consistently, honestly, and responsibly.
 Share joint responsibility with the Company for their individual growth and
development and avail themselves of the opportunities that DBH offers to keep
their expertise up-to date.
 Contribute to an environment of collaboration and teamwork.
 Observe and enforce all health and safety standards.
 Display at all times the best image of our Company by setting a good example.

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5.6 Commitment to Customers:

Following DBH corporate values, employees will treat customers with integrity and
professionalism and avoid arrogance at all times. To build and maintain customer
relationships based on trust and credibility, DBH employees must only make
commitments that are commensurate with the Company’s policies.

5.7 Upholding the Company’s Image:

Every employee is expected to uphold the image of the Company. He will apply his
judgment maintaining office discipline and decorum in an appropriate manner
mentioned in this Code of Conduct.

6 Culture of DBH

By definition, Organizational Culture is a system of shared assumptions, values, and

beliefs, which governs how people behave in organizations. These shared values have a
strong influence on the people in the organization and dictate how they dress, act, and
perform their jobs. Building and sustaining a culture is everyone’s responsibility in the
organization. To put adequate focus on reshaping the DBH’s culture, DBH is having a
unique department called Engagement & Culture under Human Resources division.

6.1 Adherence to Applicable Laws:

It is DBH’s corporate policy to adhere to the laws of the country and with the regulatory
requirements applicable to our business. This includes compliance with company,
regulatory, labor, industry, trade, securities, copyright, employment, health and safety,
and other business regulations, civil and criminal laws.

6.2 Diversity, Equal Employment Opportunity & Freedom from Harassment

As a Financial Institution, DBH is committed to equal opportunity, unbiased treatment of

all individuals based on job related qualifications and without regard to gender, age,
national origin, religion, creed, marital status, or any other basis not prohibited by law.

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DBH is also committed to offering its employees continuous training & development,
individual recognition and reward on the basis of merit, open communication, and
effective feedback.

The Company’s policy is to provide a work environment that is free from intimidation or
harassment. Such harassment by co-workers, supervisors or outsiders is prohibited.
Harassment includes behavior, whether in person or by other means, such as by email,
remarks of sexual nature, sexist or racist comments, religious slurs or ethnic jokes (if such
behaviors interfere with an employee’s work performance or creates an intimidating
hostile or offensive work environment.)

6.3 Finest Working Environment and Interpersonal Relationships

6.3.1 Working Environment:

Complying with employment rules and regulations.

Respecting individual differences and opinions and preventing all forms of

discrimination.

Defining, communicating, and ensuring compliance with DBH’s policies and internal
procedures.

Seeking to provide finest and most productive work environment for the employees,
to maximize individual potential and creativity, foster collaboration and teamwork.

6.3.2 Foster Collaboration:

Provides effective support to others and encourage teamwork and expert networks in
which everyone can share knowledge, experience and best effort.

Never sacrifices the Company’s long-term advancement for short-term returns.

Recognizes that healthy competition in the workplace stimulates personal and career
growth, provided that it does not diminish the Company’s collaboration, team spirit, or
corporate performance as a whole.

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6.6.3 Encourage Communication:

Promotes the values that are shared as a Company and become positive role
models of the behaviors and practices established in the Code.

Expresses ideas and concerns clearly and honestly in a timely and responsible
manner and contribute constructive criticism in order to make relationship with the
employees and processes more efficient.

Shows respect for the opinions of others to enhance the Company’s proposals and
improve the outcome of Company’s efforts.

7. Motivation

Motivation are the combination of the internal and external factors which stimulate
desire and energy in people, and encourages individuals to commit himself or herself to
a job, role or to obtain a certain goal.

At DBH the source of motivation is not just limited to financial remuneration. There are
multiple ancillary services which contributes to the development of employee motivation.
One of the key services of DBH is to provide financial products which cater to housing
development and procurement; hence employees are tasked with very critical financial
decisions so as to approve loans and infrastructure housing credit.

Employees with the talent and competency are empowered to authorize certain
degree to credit lending to corporate and personal clients, without having to reach for
senior financial authorization of funds release.

The internal communication is very lateral, which allows business units to frequently
communicate with each other so as to serve respective clients or to achieve a certain
goal. The internal motivation characteristics is fueled by “The Expectancy Model”, where
people are encouraged to evaluate themselves and plan accordingly in order to reach

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the desired level of reward. Self-development drives are heavily focused with the inner
workings of the organization. Constant half-yearly and annual performance appraisals
are conducted to ensure employees remain motivated and focused in their roles.

Management by Objectives (MBO) is utilized within the organization, managers and

employees are required to jointly set performance goals. Weekly, Monthly and Annual
Progress reviews are conducted, subsequent performance bonuses are rewarded
annually. Participative decision making is encouraged.

There are many indirect motivational factors which positively impact employee
behavior. One of the key elements are time management. DBH maintains an excellent
time management scheme, whereby they ensure timely delivery of clients and as well
as internal work-life balance techniques. There are multiple workplace Application
Programming Interface (API) built in existing work software, which helps to ensure
timely delivery of clients and much streamlined service process. Hence, DBH ensures
that employee work-life balance is never hampered.

Besides these ancillary remunerations, DBH employees are well financially rewarded
for workplace achievements, festive bonuses, performance/score card ratings bonuses
and Profit Sharing schemes to all employees.

8. Leadership

Leadership can be defined as the ability of the management to make sound decisions
and inspire others to perform well. It is the process of directing the behavior of others
towards achieving a common goal. In short, leadership is getting things done through
others.

DBH exercise a primarily Top-Down approach of communication and decision making;

since authorization of disbursing financial assets are critical and requires senior
management prior approval.

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 The leadership style resembles that on “Participative”, also known as the democratic
leadership style. It values the input of team members and peers, but also the
responsibility of making those final decision rests with the participative leader.
Participative leadership helps motivates employee morale in the organization, because
employees make contributions to the decision-making process. It accounts to a feeling
that their opinions matter.

When there are internal changes inside DBH, the participative leadership style helps
employees to accept changes easily as they play a role in the process. This leadership
style easily meets those challenges when companies need to make a decision in a short
period of time.

Participation in the decision making exists, since in the financial sector is a complex
industry; whereby every decision making have consequences. Thus DBH ensures as
much contribution from different units of the working ranks individuals so as to evaluate
and disburse credit loans.

With strict regulations in the financial sector of Bangladesh, it is essential that

organizations like DBH ensures operational process and decision making and exposed
to market risk and potential regulatory penalization. Thus, such leadership style is vital
for the organization to operate in a competitive manner.

9. Work Environment: DBH is committed to maintaining a healthy and fair work

environment, free from discrimination based on gender, age, race, national origin,
religion, marital status, or any other basis not prohibited by law. In short, the aim is to
maintain the place of work and surrounding conditions in a manner that permits
employees to work to the highest effectiveness and to their full potentials. At DBH,
effective internal communications and free flow of ideas, open door policy, fairness,
commitment, teamwork and highest standards of professional excellence and integrity
are always appreciated. Since its human resources gives DBH a clear competitive

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edge, DBH always aspires of hiring the best of the people with diverse backgrounds.
Thus the focus always remains on fostering talent, unleashing potential and providing
long-term career growth. Career development at DBH is solely based on merit,
performance and productivity. It’s a demand of evolving business environment that the
human resources of the company requires training for every changing process,
customer preferences, numerous new technology applications, compliance and
regulatory requirements. DBH conducted several training programs in various functional
areas as per individual employee’s requirement during the year. Employees also
attended training programs overseas on different personal and functional development
programs for increasing their levels of skills and competencies.

10. Conclusion

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