Perception of employees about performance appraisal effectiveness Human Resource Management

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Perception of employees about performance

appraisal effectiveness Human Resource

Management

Submitted By:

Marjina Mahmuda Akter

ID:102-085-461

As the fulfillment of the internship

Course Code: MBA 699

Master of Business Administration


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Department of Business


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DECLARATION OF THE CANDIDATE

I hereby declare that the Internship Report title Perception ofemployees about performance appraisal effectiveness HumanResource Managementfor awarding the degree of Master of BusinessAdministration is my original work and that it has not previously formed

the basis for the award of any degree, diploma, fellowship or any other

discipline.

The entire work has been planned and carried out under the supervision

of the honorable faculty member Md. Shahreer Alam, Project

Supervisor, Lecturer Department of Business, Atish Dipankar

University of Science & Technology, Dhaka, Bangladesh.

__________________

Marjina Mahmuda Akter

ID: 102-085-461Department: Masters of Business

Administration

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Atish Dipankar University of Science &

Technology

The Board of Examiners certified that they read and recommended to

Atish Dipankar University of Science & Technology (ADUST) foracceptance of Internship Report entitledPerception of employeesabout performance appraisal effectiveness Human Resource

Management

submitted by Marjina Mahmuda Akter . ID: . 102-085-461 in

partial fulfillment of requirement of the Master of Business Administration.

(1) Member : ..................................................................

Full Name : Prof. Dr. Sirajul Huq Chowdhury.Designation : Director,

Atish Dipankar University of Science & Technology

Panthapath Campus.

(2) Member : ..................................................................

Full Name : Mr. Shahreer Alam

Designation : Lecturer

Department : Business.

(3) Member : ..................................................................

Full Name : Mr. Jafirullah Khan

Designation : Lecturer

Department : Business

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Date of Approval :27 March 201

CERTIFICATE

This is to certify that the BBA internship report entitled Perception of

employees about performance appraisal effectiveness Human

Resource Management is a part of the research work done byMarjina Mahmuda Akter . ID: . 102-085-461

The whole work of this internship report has been planned and carried out

by this student under supervision and guidance of the faculty members of

Atish Dipankar University of Science & Technology, Dhaka, Bangladesh.

--------------------------------

Mohammed Saiful Islam

Assistant Professor

Department of Business

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Atish Dipankar University of

Science and Technology

(ADUST)

Thesis onPerception of employees about performance appraisal

effectiveness Human Resource Management

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MBA Human Resource Management

Table of Contents

S/L Description Page

No1 Acknowledgement2 Executive summary 103 Foreword 114 Chapter-1 115 Human Resource Management 126 Importance of Human Resource 12

7 Objectives and Importance of HRM 138 Effective management of human resources 149 Importance of HRM 1510 Globalization of Human Resource

Management

15

11 Essential Human Resource Management Skills 1612 Objective of the Study 1713 Chapter-2 1414 Study Setting -BRAC 18

15 What is BRAC 1816 History 1917 Introduction 1918 Vision 2019 Mission 2020 Objective of BRAC 21

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21 Brac priorities 2122 BRAC Strength 2223 BRAC Profile at glance 2524 Human resource 25

25 Program infrastructure 2626 Annual expenditure 2727 Related companies instruction 2728 Economic Development 2829 Education 2930 Public health 3031 Improving Naternal, neotal and child health survival

(Rural)

32

32 Bangladesh: Health: Communicable Diseases 3434 Social Responsibilities 35

35 BRAC Abroad: 3636 Our Strengths 3837 What we do: Socially Responsible

Investments

38

38 Information Technology 3939 Social Communication & Advocacy 3940 Project Statement 4041 CHAPTER 3 4042 LITERATURE REVIEW 40

43 The Concept of Human Resource

Management

40

44 The Importance of HR as a Source of Competitive

Advantage

41

45 Single HRM Practices and Firm Performance 4146 Approaches in Studying HRM Practices 4247 Universalistic perspective 4248 Relationship between HRM Practices and Firm

Performance43

49 Expectancy Theory 4450 Chapter-4 4551 Analytical Part 4552 Employee Services Definition 4653 SELECTION COMMITTEES 4854 Organizing, leading , controlling 4955 Training Development 5156 Training and Higher Study 55

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57 Major finding of the study 5558 Chapter-6 5659 Recommendation and conclusion 5660 Some recommendations are mentioned

below fro improving the organization

57

61 Conclusion62 Biography 5863 Reference 59

Acknowledgement

I wish to acknowledge immeasurable grace and profound

kindness of the Almighty Allah, the supreme ruler of theuniverse who enables me to make my dream in a reality.

From my first inception until its final completion the success of

the study rests not only me but also on the contribution of

all kind of employee of BRAC. They give me vivid discussion.

Who have inspired, influence guided my work.

I wish to express my immense gratitude and my special debt to

my respected teacher and supervisor Md. Shahreer Alam .

I am thankful to his untiring guidance helps and suggestion.

I also thank my friends and classmate who help me for doing this

report. I am grateful to them for their valuable comments

correction etc. on my report.

Finally the inspiration, encouragement and support provided byour parents must be acknowledged.

Name of related cources1st Semester

1. Organization Behavior,

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2. Quantitative Analysis for Managers,

3. Business Communication,

4. Accounting for Management Planning and control

5. Economic condition Analysis

2nd Semester

1. Management Information System2. Human Resource Management

3. International Business

4. Managerial Economics

5. Marketing management & Practice

3rd Semester

1. Strategic Human Resource Management

2. Operation Management

3. Entrepreneurship Development

4. Industrial Relation and conflict management

5. Strategic Management4th Semester

1. Business Thesis & Corporate Social Responsibility

2. Industrial Relation and Conflict Management

3. Legal Environment in Business

4. Management Accounting

5. Financial Management

Its various aspects. I have shared the ideas how to present

assigned task ourselves and I discussed how strategy isdealt in our respective organizations. I hope that this

presentation would be able to give a clear idea about the

given task and enhance our skill of all valuable subjects.

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Executive summary

This research report is a partial requirement of the Thesis phase of EMBA

program, department of management, institute of Atish Dipankar

University of Science and Technology, Panthapath Campus Dhaka. The

topics of the report are Human Resource Management at Global Bridge.

Human resource management is very much important for ever business

organization. Human Resource may be the most misunderstood of all

corporate departments but is also the most necessary. Those who work in

Human Resource mare not only responsible for hiring and firing. The also

handle contacting job reference and administering employees benefits.

Human resource management is the process of acquiring training

appraising, and compensating employees, and attending to their laborrelation heat and safety and fairness concerns. Its true that and individual

who works in Human Resources must be a People Person since anyone

in this department deals with a number of employees as well as outside

individuals on any given day a pleasant demeanor is a must.

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The benefits of globalization have been very unevenly distributed both

between and within nations. As the same time a hot of social problems

have emerged or intensified, creating increased hardship insecurity and

anxiety for many across the world, fuelling a strong backlash. As a result,

the present form the globalization is facing a crisis of legitimacy resulting

form the erosion of popular support.

The concept encompasses investment in the skills of the labor force

including education and vocational training to develop specific skills.

Human capital is one component of a countrys overall compositeness.

The most successful developing countries, for example, India Pakistan are

investing heavily in the education and health skills of their population.

Actually these departments of that work. This department of theorganization works with the employee and the staff and worker. This

department deals with their job planning and design, recruitment,

selection, measure their hob performance and target their compensation

1.1 Foreword

The MBA course, this Thesis would be able to develop knowledge

regarding various aspects. This will also helpful for achieving the goals of

our study of Strategic Management.

This study would definitely enhance the capability to explore some ideaabout the pros and cons of an strategy and it must help the students to

improve their insight about Strategic Management and our skills in the

application of IT in our respective working fields.

The main objective of this course is to ensure that students gain a

thorough knowledge of Human Resource Management theory and

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practice. To that end, the following learning goals are specified: At the

end of this course, and having successfully followed the lectures and

studied the literature prescribed for the course, students should be able

to:

Understand and reproduce the theoretical arguments underpinning

how Human Resource Management can be used by organizations to

gain a competitive advantage

Understand and describe what is meant by Strategic Human Resource

Management and what this implies for the way organizations manage

their human resources as well as their HRM practitioners and the HRM

function

Understand and describe the major elements in the analysis of the

design of work from the perspective of Human Resource Management

Understand and describe the main practices, policies and systemsinvolved in

the recruitment, selection and placement of Human Resources

the assessment, reward and retention of Human Resources

Furthermore, this is an introductory course, and students should

expect a strong emphasis on the mastery of basic factual information

and knowledge on what Human Resource Management is, how it takes

shape, and why it is important in organizations

Chapter 1:

1.1 Human resource management

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(HRM, or simply HR) is the management of an organization's workforce,

or human resources. It is responsible for the attraction, selection, training,

assessment, and rewarding of employees, while also overseeing

organizational leadership and culture, and ensuring compliance with

employment and labor laws. In circumstances where employees desire

and are legally authorized to hold a collective bargaining agreement, HR

will typically also serve as the company's primary liaison with the

employees' representatives (usually a labor union) HR is a product of the

human relations movement of the early 20th century, when researchers

began documenting ways of creating business value through the strategic

management of the workforce. The function was initially dominated by

transactional work such as payroll and benefits administration, but due to

globalization, company consolidation, technological advancement, and

further research, HR now focuses on strategic initiatives like mergers and

acquisitions, talent management, succession planning, industrial andlabor relations, and diversity and inclusion.

In startup companies, HR's duties may be performed by a handful of

trained professionals or even by non-HR personnel. In larger companies,

an entire functional group is typically dedicated to the discipline, with

staff specializing in various HR tasks and functional leadership engaging

in strategic decision making across the business. To train practitioners for

the profession, institutions of higher education, professional associations,

and companies themselves have created programs of study dedicated

explicitly to the duties of the function. Academic and practitioner

organizations likewise seek to engage and further the field of HR, as

evidenced by several field-specific publications

.

Importance of Human Resource :Human Resource Planning, Workforce Motivation, Employment

Opportunities, HR Practices, Employee Engagement, Human capital,

Headhunting, Executive Search, Business Transition, Team Building

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1.3 Objectives and Importance of HRM

The principal objectives of HRM may be listed thus:

To help the organization reach its goals: HR department like other

departments in an organization exists to achieve the goals of theorganization first and if it does not meet these purposes, HR department

(or for that matter any other unit) will wither and die.

To employ the skills and abilities of the workforce efficiently: The primary

purpose of HRM is to make peoples strengths productive and to benefit

customers, Stockholders and employees.

To provide the organization with well trained and well motivated

employees: HRM requires that employees are motivated to exert their

maximum efforts that their performance be evaluated properly for resultsand that they be remunerated on the basis of their contributions to the

organizations.

To increase to the fullest the employees job satisfaction and self

actualization: It tries to prompt and stimulate every employee to realize

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his potential. To this end suitable programs have to be designed aimed at

improving the quality of work life (QWL).

To develop and maintain quality of work life: it makes employment in the

organization a desirable, personal and social situation. Without

improvement in the quality of work life it is difficult to improve

organizational performance.

To communicate HR policies to all employees: It is the responsibility of

HRM to communicate in the fullest possible sense; tapping ideas, opinions

and feelings of customers non customers regulators and other external

public as well as understanding the views of internal human resources.

To be ethically and socially responsive to the needs of society: HRM must

ensure that organizations manage human resource in an ethical and

socially responsible manner through ensuring compliance with legal and

ethical standards.

People have always been central to organizations, but their strategic

importance is growing in todays knowledge based industries. An

organizations success increasingly depends on the knowledge skills and

abilities (KSAs) of employees particularly as they help establish a set of

core competencies that distinguish an organization from its competitors.

With appropriate HR policies and practices an organization can hire

develop and utilizes best brains in the marketplace realize its professionalgoals and deliver results better than others.

Human resources management helps an organization and its people to

realize their respective goals thus:

At the enterprise levels:

1) Good human resource practices can help in attracting and retaining the

best people in the organization. Planning alerts the company to the types

it will need in the short medium and long run.2) it helps in training people for challenging roles, developing right

attitudes towards the job and the company promoting team spirit among

employees and developing loyalty and commitment through appropriate

reward schemes.

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At the individual level: Effective management of human resources

helps employees thus:

1) it promotes team work and team spirit among employees.

2) It offers excellent growth opportunities to people who have the

potential to rise.

3) It allows people to work with diligence and commitment.

At the society level: Society, as a whole is the major beneficiary

of good human resources practices

1) Employment opportunities multiply.

2) Scarce talents are put to best use. Companies that pay and treat

people well always race ahead of others and deliver excellent results

At the national level: Effective use of human resources helps in

exploitation of natural, physical and financial resources in a better way.

People with right skills, proper attitudes and appropriate values help the

nation to get ahead and compete with the best in the world leading to

better standard.

Importance of HRM : Good HR practices help:

1) attract and retain talent

2) train people for challenging roles3) develop skills and competencies

4) promote team spirit

5) develop loyalty and commitment

6) increase productivity and profits

7) improve job satisfaction

8) enhance standard of living

9) Generate employment opportunities.

1.4 Globalization of Human Resource Management: A Cross-

Cultural Perspective for the Public Sector.

Human resource management can include two large areas: personnel

management and development functions. This paper attempts to shed

light on development functions, which have tended to be somewhat

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disregarded in traditional public personnel administration and

international public administration education. The primary objective is to

answer some of the most critical questions regarding human resources in

a global perspective. How can executives develop a multicultural

management group? What role should human resources play in the

management of negotiations and international collaboration? How can

cross-cultural competencies best be developed?

International environments are changing rapidly. Nothing is permanent,

and the cause of yesterday's success may be the cause of tomorrow's

failure. Today's leaders must assume the responsibility for creating new

models of management systems because many of the assumptions on

which management practice were based are now becoming obsolete.

Foreign competition and the need to trade more effectively overseas have

forced most corporations and government to become increasingly

culturally sensitive and globally minded. Rapid technological changes hastransformed the time dimension of competition. Speed and quality in

addressing the needs of worldwide customers greatly influence who the

next winning businesses are going to be. The diffusion of technological

know-how around the world is also much quicker than in any other

previous era. New powerful global competitors are emerging in countries

previously on the periphery of global economic activities. Global

competitive conditions are presently affected by a rapid

internationalization of service businesses, much of it, again, driven by the

emergence of new boundary-crossing technologies.1

Globalization implies accepting that cultural diversity in management

composition and management style contributes to the competitive

advantage of the global agency. Also, effective globalization calls for the

pursuit of a number of management approaches that, on paper, may

seem contradictory, but that can truly be effective only through their

simultaneous and balanced application. Global human resource

management provides an organized framework for developing and

managing people who are comfortable with the strategic and operational

paradoxes embedded in global organizations and who are capable of

managing cultural diversity.2To develop and manage a global organization implies developing and

managing people who can think, lead, and act from a global perspective,

and who must possess a global mind as well as global skills. Not one, two,

or a dozen international specialists, but a multitude of executives,

managers, and professionals are needed to form the core of a global

agency.3 The process of globalization requires a progressive

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transformation of thinking about the role and tools of human resource

management in the public sector. The argument proposed is that human

resource management can and should make a contribution to the

competitive strategy of a global village.

This paper is divided into four parts. The first part deals with the

significant environment of global human resource management. The

cultural context is examined by comparing human resource management

to national cultures. The second part is devoted to specific functional

aspects of human resource management that have a unique dimension in

a global organization, including the role of human resource management

in negotiation. The third part is devoted to the training and development

of global managers and executives. Finally, the fourth part offers

proposals for potential changes in public administration education, to

better meet emerging demands in the public sector.

Setting the Context for the Globalization of Human Resource ManagementChanges in the contemporary global economy highlight many of the

emerging challenges facing human resource management (HRM). Vast

macro-societal changes increasingly bind countries into interdependent

nations in which goods, capital, and people move freely. Between these

communities, however, there remains a patchwork of cultural barriers.4

To remain successful in this new global age, agencies must commit

themselves to transnationalism. They must also internalize strategies that

are likely to succeed in global competition. Implementing successful

global strategies requires careful attention to the paradoxes created in

the management of human resources and the maintenance of

multifaceted organizational cultures.

1.5 Essential Human Resource Management Skills:

When interviewing a potential new hire, its standard procedure for a Human Resources

professional to assess the candidate as compared to a list of key skills and personal

characteristics needed for the job.

Here it goes:

1).Human Resources Management Key Skill Organization:

Human Resources management requires an orderly approach. Organized files, strong

time management skills and personal efficiency are key to the Human Resources

function. Youre dealing with peoples lives and careers here, and when a manager

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requests a personnel file or a compensation recommendation that lines up with both the

organization and the industry, it wont do to say, Hold on. Ill see if I can find it.

2). Resources Management Key Skill Multitasking:

On any day, an HR professional will deal with an employees personal issue one minute,a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after.

Priorities and business needs move fast and change fast, and colleague A who needs

something doesnt much care if youre already helping colleague B. You need to be able

to handle it all, all at once.

3).Human Resources Management Key Skill Discretion and

Business Ethics:

Human Resources professionals are the conscience of the company, as well as the

keepers of confidential information. As you serve the needs of top management, you also

monitor officers approaches to employees to ensure proper ethics are observed. You

need to be able to push back when they arent, to keep the firm on the straight and

narrow. Not an easy responsibility! Of course, you always handle appropriately, and

never divulge to any unauthorized person, confidential information about anyone in the

organization.

4).Human Resources Management Key Skill Dual Focus:

HR professionals need to consider the needs of both employees and management. There

are times you must make decisions to protect the individual, and other times when you

protect the organization, its culture, and values. These decisions may be misunderstood

by some, and you may catch flak because of it, but you know that explaining your

choices might compromise confidential information. Thats something you would never

do.

5).Human Resources Management Key Skill Employee Trust:

Employees expect Human Resources professionals to advocate for their concerns, yet

you must also enforce top managements policies. The HR professional who can pull off

this delicate balancing act wins trust from all concerned.

6).Human Resources Management Key Skill Fairness:

Successful HR professionals demonstrate fairness. This means that communication is

clear, that peoples voices are heard, that laws and policies are followed, and that

privacy and respect is maintained.

7).Human Resources Management Key Skill Dedication to Continuous

Improvement:

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HR professionals need to help managers coach and develop their employees. The goal is

continued improvement and innovation as well as remediation. And looking to their own

houses, the HR professional also uses technology and other means to continuously

improve the HR function itself.

8).Human Resources Management Key Skill Strategic Orientation:

Forward-thinking HR professionals take a leadership role and influence managements

strategic path. In gauging and filling the labor needs of the company, devising

compensation schemes, and bringing on board new skill sets leading to business growth,

they provide the proof for the often-heard management comment, People are our most

important asset.

9).Human Resources Management Key Skill Team Orientation:

Once, companies were organized into hierarchies of workers headed by supervisors.

Today, the team is king. HR managers must consequently understand team dynamics

and find ways to bring disparate personalities together and make the team work.

1.6) Objective of the Study:My objective of the study is to know about the organization and its

present adjective. Through the study I have tired to learn about

organizations policy, procedures, objective, strategic, objectives for its

competitive advantage. Beside this I have known how the organization

structure is formed. As I have offered strategic management course

theoretically but this requires practical knowledge that is being exercise

or followed by emerging industry.

The objectives of the study are as under:

To find ourt the different strategy on HRM

To evaluate the implementation process of the strategic HRM

To evaluate the over all working environment of BRAC

To have an idea the implementation technique of HRM function

To evaluate the HRM practice procedure of BRAC

To have a prcitical exposure

1.7).Methology of the study: to satisfy the objectives requires information

form some sources. To the best of my capalibity I collect data through

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personal conversation with executives, staffs, besides this inquires into

diffirent type of mazanize , published books.

The Metholodogy fo the study as under:

1.5.1 primary data collection:primary data have been collected through interviews with concerned

authority of the employees fo the BRAC. Some data also have beeb

collected through observations.

1.5.2: Secondary data collection:secondary data collection are very much available in these regard

brochures, catalogues, officials records of designated organization andthe ISPs information as secondary data in this study

1.5.3: limitations fo the study:

This project did not cover all funciton of Human Resource that followed in

BRAC.

1. the report relied heavily on the peorsonal judgment and observation

2. this report is limited to Dhaka corporate office only.

3. most of the employees of Brac were not cooprated Office

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Chapter 2

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Study Setting

BRAC is the worlds largest development organisation

and is doing tremendous work impacting the lives of

millions. BRAC is making a significant contribution to

Bangladesh, making huge leaps forward in meeting the

Millennium Development Goals.

- Subinay Nandy, Country Director, China, United Nations Development Programme

2.1 What is BRAC?

BRAC is a development organisation dedicated to alleviating poverty by

empowering the poor to bring about change in their own lives.

We started out in Bangladesh in 1972, and over the course of our

evolution, we have established ourselves as a pioneer in recognising andtackling the many different realities of poverty.

2.2 Introduction:

IntroducerFazle Hasan Abed, founder of BRAC

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Known at the time as the Bangladesh Rural Advancement Committee,

BRAC was initiated in 1972 by Fazle Hasan Abed at Sulla in the district of

Sylhet as a small-scale relief and rehabilitation project to help returning

war refugees after the Bangladesh Liberation War of 1971. In ninemonths, 14 thousand homes were rebuilt as part of the relief effort.

Several hundred boats were also built for the fishermen. Medical centers

were opened and other essential services were ensured. At the end of

1972, when the first phase of relief work was over, BRAC turned towards

long-term development needs and re-organized itself as a multifaceted

development organization focusing on the empowerment of the poor and

landless, particularly women and children.

2.3 History:1974, BRAC had started providing micro credit and had started analyzing

the usefulness of credit inputs in the lives of the poor. Till the mid 70s,

BRAC concentrated on community development through multi-sect oral

village development programmers that included agriculture, fisheries,

cooperatives, rural crafts, adult literacy, health and family planning,vocational training for women and construction of community centers. A

Research and Evaluation Division (RED) was set up by BRAC in 1975 to

analyze and evaluate its activities and provide direction for the

organization to expand and evolve. In 1977, BRAC shifted from

community development towards a more targeted approach by organizing

village groups called Village Organizations (VO). This approach targeted

the poorest of the poor the landless, small farmers, artisans, and

vulnerable women. Those who own less than half an acre of land and

survive by selling manual labor were regarded as BRACs target group.That same year BRAC set up a commercial printing press to help finance

its activities. The handicraft retail chain called Aarong, was established

the following year.

2.3.1 In 1979, BRAC entered the health field in a major way.

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It established the nation-wide Oral Therapy Extension Programme (OTEP),

a campaign to combat diarrhoea, the leading cause of the high child

mortality rate in Bangladesh. Over a ten-year period 1,200 BRAC workers

went door-to-door to teach 12 million mothers the preparation of home-

made oral saline. Bangladesh today has one of the highest rates of usage

oforal rehydration, and BRACs campaign cut down child and infant

mortality from 285 per thousand to 75 per thousand.[4] This initial

success in scaling up propelled rapid expansion of other BRAC

programmes such as Non Formal Primary Education which BRAC started

in 1985 a model that has been replicated in about a dozen countries.

2.3.2 In 1986 BRAC started its Rural Development Programme :that incorporated four major activities institution building including

functional education and training, credit operation, income and

employment generation and support service programmes. In 1991 the

Womens Health Development programme commenced. The following

year BRAC established a Centre for Development Management (CDM) in

Rajendrapur. Its' Social Development, Human Rights and Legal Services

Programme was launched in 1996 with the aim to empower women with

legal rights and assist them in becoming involved with community and

ward level organizations. In 1998, BRACs Dairy and Food project was

commissioned. BRAC launched an Information Technology Institute the

following year. In 2001, BRAC established a university called BRAC

University with the aim to create future leaders and the BRAC Bank was

started to cater primarily to small and medium entreprises.

designed specifically for those that BRAC defines as the ultra poor - the

extreme poor who cannot access conventional microfinance. The same

year BRAC also went into Afghanistan with relief and rehabilitation

programmes. It was the first organization in Bangladesh to establish, in

2004, the office of In 2002 BRAC launched a programme called

Challenging the Frontiers of Poverty Reduction Targeting the Ultra Poor

(CFPR-TUP) an Ombudspersonn

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2.5 Mission:BRAC, based in Bangladesh, is currently (May 2010) the world's largest

non-governmental development organization[citation needed].

Established by Sir Fazle Hasan Abed in 1972 soon after the independence

of Bangladesh, BRAC is currently present in all 64 districts of Bangladesh,with over 7 million microfinance group members, 37,500 non-formal

primary schools and more than 70,000 health volunteers. BRAC is the

largest NGO by number of staff employing over 120,000 people, the

majority of whom are women. BRAC operates various programs such as

those in microfinance and education in over nine countries across Asia

and Africa, reaching more than 110 million people. The organization is

80% self-funded through a number of commercial enterprises that include

a dairy and food project and a chain of retail handicraft stores called

Aarong. BRAC maintains offices in 14 countries throughout the world,

including BRAC USA and BRAC UK. BRAC is a few years into their initiative

to operate in ten African countries in the next ten years

2.6 Vision:

BRAC tackles poverty from a holistic viewpoint, transitioning individuals

from being aid recipients to becoming empowered citizens in control of

their own destinies. Over the years, BRAC has organized the isolated poor

and learned to understand their needs by piloting, refining and scaling up

practical ways to increase their access to resources, support their

entrepreneurship and empower them to become active agents of change.

Women and girls have been the central analytical lens of BRACs anti-

poverty approach; BRAC recognizes both their vulnerabilities and thirst for

change. BRAC always strives to find practical and scalable approaches to

eradicate poverty wherever it is.

In April 2009, Freedom from Want, a book that traces the evolution of

BRAC by author Ian Smillie, was

2.7 Objectives of BRACBRAC has done what few others have they have achieved success on a

massive scale, bringing life-saving health programs to millions of the

world's poorest people. They remind us that even the most intractable

health problems are solvable, and inspire us to match their success

throughout the developing world.

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2.8Brac Priorities

Focus on Women - We work with poor women, who are the worst

affected by poverty. But if empowered with the right tools, they can

play a crucial role in bringing about changes within their families and

their communities. Over 98% of our membership is female; and more

than 95% of our volunteer cadre - health volunteers, paralegal

trainers, agriculture, livestock and poultry extension workers and

school teachers - are women.

Organising the Poor - Organising the poor is at the heart of our

work. Our Village Organisations (VOs) each with 30-40 women act as

platforms for poor women to come together, access services such as

microfinance, exchange information and raise awareness on social,legal and other issues concerning their daily lives. As a group, these

women who as individuals have little or no voice in decision-making

within their homes or their communities are able to speak out and

influence change.

Unleashing Human Potential - We believe in unleashing human

potential. BRAC acts as a catalyst presenting a multitude of

opportunities - both economic and social - that allows poor families to

transform their own lives and futures. Everything we do is in response

to the needs of disadvantaged people who are marginalised, and

excluded from mainstream development. BRAC is for such people -

who are poor for a lack of opportunities, not potential.

Comprehensive Approach - We believe that there are many

underlying causes of poverty, and these causes are interlinked. In

order for the poor to come out of poverty, they must have the tools to

fight it across all fronts. We have, therefore, developed support

services in areas of human rights, legal aid, education, health care,

social and economic empowerment, finance and enterprisedevelopment, agriculture, environmental sustainability and disaster

preparedness.

2.9 Brac Strengths:

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Thinking local, acting global - We were conceived in the

aftermath of war in one of the poorest countries in the world that is

frequently wracked by natural disasters. With our roots strongly

placed at the heart of poverty, we have first-hand insight and

experience necessary to understand its many faces, and develop

effective and innovative tools to help tackle them. We live and work

within households and communities, but operate our successful

interventions at national levels to maximise their impact. We have

developed a culture of knowledge-sharing, which has enabled us to

extend proven techniques and best practices across geographical

barriers. We currently work in 9 countries across Asia and Africa.

Increasingly self-reliant - Self reliance is a key theme at BRAC,

both for those we support as well as ourselves. From our inception

nearly four decades ago as a fully donor-funded relief project, we havecome to be over 70% self-financed, which is no small feat considering

our annual budget of nearly USD 535 million. We have achieved this

level of self- reliance not only through built-in measures to ensure

efficiency and cost-effectiveness across all your programmes, but also

by innovating the concept of social enterprises. Our social enterprises,

ranging from agriculture to handicrafts, are strategically connected to

our development programmes and form crucial chain linkages that

increase the productivity of our members assets and labour, and

reduce the risks of their enterprises. The surplus generated from

these enterprises are fed back into our development programmes

that help to make us increasingly self-reliant.

Unprecedented Scale and Reach - "Small is beautiful, but big is

necessary" - Fazle Hasan Abed, BRAC Founder and Chairperson.

Working in countries where the poor number in the tens of millions,

we cannot afford to be satisfied with small-scale projects. We are

specialists in taking an idea, testing it, perfecting it and then

expanding it rapidly to national scale cost-effectively and without

compromising quality. Today, BRAC is the largest developmentorganisation in the world in terms of its reach its tuberculosis

programme alone covers a population of over 80 million people in

Bangladesh. We are also the largest in terms of staff size, employing

more than 60,000 people, and organising and training an additional

60,000 self-employed health volunteers, agriculture and livestock

extension agents and part-time teachers. Across the world, our staff

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and our volunteers together reach an estimated 110 million people.

Proven Track Record - We are a major contributor to the

development success story of Bangladesh - a country on track to meet

the majority of the millennium development goals and join the ranks

of middle income countries. In a short span of time, we have also

grown to become a leading development organisation in all the other

countries in which we are working. We are the development partner of

choice for most donor agencies and governments

Brac centre

Profile:

BRAC

Type

Founded 1972

Location Dhaka, Bangladesh

Key

peopleFazle Hasan Abed, founder

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Products

Microfinance

Education

Health

Environmental Programs

Social development ProgramsEconomic development Programs

Revenue 15,141,608,631 Taka (2007) ($223,929,131 USD) [1]

Employe

es119,520 (Dec 2009) [2]

Website http://www.brac.net

BRAC Profile at glanceBRAC Profile at glance

District 64

Upazila/Thana 480

Villages 68480

Urban slums 4378

Population covered 100 Million

Development programs

Development programs

Village Organization

Membership total Male-131477, Female-4727286

Loan disbursement Tk. 2590 Million

Loan outstanding Tk. 14630 MillionPayment rate 98.47%

Members saving Tk 7657 Million

Currently Enroller BRC School 1.5 Million

Graduate (Till to

date)2.8 Million

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Population coverage

of

Health programe

-essential health cares 31 Million-tuberculosis control program 82 Million

-nation nutrition program 13 Million

Commercial EnterprisesCommercial Enterprises

Arong Shops 8

Printing press 1

Dairy and food

project1

Job creation

job creationPoultry 198165

Livestock 470774

agriculture 847576

Fisheries277230

sericulture 19060

Horticulture 179031

Handicraft products 15223Small Enterprise 136159

Human resourceHuman resource

Staff 32652

School teachers 65412

Community health

volunteers

29736

Community health

workers2284

Poultry workers 50805

Community nutrition

workers11988

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Nutrition woman

members119658

Program infrastructure

Program infrastructure

Religion offices 137

Area office 498

Team office 1172

Training centre 19

Health centre 48

Diagnostic laboratories 51

School Primary-31619 , pre-Primary-16019

Gono Kendra (Union

Libraris)878

Kisor Kendra 8811

Handicraft production

centre285

Limb and brac centre 1

Annual expenditureYear Amount Annual expenditure %

2003Tk.6283 Million/U$ 130

Million32%

2004Tk.7708 Million/U$ 148

Million30%

2005Tk.8024 Million/U$ 152

Million21%

2006Tk.8135 Million/U$ 153

Million21%

2007 Tk.9258 Million/U$ 161Million 20%

2008Tk.11471 Million/U$ 196

Million20%

2009Tk.14487 Million/U$ 245

Million23%

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Program support enterprise

Program support enterprise

Name Capacity(annual)

Poultry firms and hatcheries-6 13.5 Million chicksFeed meals-3 4000MT

Prawn hatcheries-8 15 Million post

Iarave-8 Fish Hatcheries-4 5000 Kg fish spawn

Related companies instructionRelated companies instruction

BRAC industries Cold Storage

BRAC BD mail Network Internet service

BRAC Services LTD Hospitality

Delta V housing finance

CorporationLand and housing

BRAC University Tertiany Education

BRAC Bank Small Medium

BRAC Tea corporation Tea plantation & production

BRAC documentations Ltd software

BRAC Afghanistan

BRAC Afghanistan

Work Area 94 District offices under

Community school and studies

student17 provinces 83 with 2753

Seed processing centre -2 3500MT

Seed production farms-23 5200MT

Sericulture-3 15 MT

Grain ages-12 2.0 Million Dft

Nurseries-12 21.5 Million sapling

Bull station-1 125000 doses

Lodized salt industry-1 80000MT

2.10 Economic Development

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BRACs Economic Development programmed includes microcredit, and at

present it is prominent among the biggest NGOs in terms of microcredit

activities. It provides collateral-free credit using a solidarity lending

methodology, as well as obligatory savings schemes through its Village

Organizations. Reaching nearly 4 million borrowers, Village Organizations

provide different levels of loans to different poverty groups. Through a

recent initiative, BRAC has reached out also to those who, due to extreme

poverty cannot access microfinance. BRAC defines such people suffering

from extreme poverty as the 'ultra poor', and has designed a programme

customized for this group that combines subsidy with enterprise

development training, healthcare, social development and asset transfer,

eventually pulling the ultra poor into its mainstream microfinance

programme.

Jaminder-Ginni dolls made by village artisans. Handicrafts like these are

sold by Aarong, BRAC's handicrafts store.In addition to Microfinance, BRAC provides sector-specific enterprise

training and support to its member borrowers in poultry and livestock,

fisheries, social forestry, agriculture and sericulture. It also provides

supply of inputs essential for certain enterprises through its ProgrammeSupport Enterprises that include Poultry farm and disease diagnostic

laboratory, Bull Station, Feed Mill, Broiler Production and Marketing, Seed

Production, Processing, Marketing and Soil Testing, BRAC Nursery, and

Fish and Prawn Hatchery. BRACs Vegetable Export programme started in

1998 is a venture that is aimed at bridging the gap between local

producers and international markets.[5] BRAC also focuses on the

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problem of youth employment, providing assistance for young men and

especially women to join the workforce, for example, with programs like

the Adolescent Development Program. Moving ahead in Bangladesh BRAC

also has a number of commercial programmes that contribute to the

sustainability of BRACs development programmes since returns from the

commercial programmes are channeled back into BRACs development

activities. These programmes include Aarong, a retail handicraft chain,

BRAC Dairy and Food Project, and BRAC Salt.

2.11 EducationBRACs Non-Formal Primary Education programme provides five-year

primary education course in four years to poor, rural, disadvantagedchildren and drop-outs who cannot access formal schooling. These one-

room schools are for children between eight and fourteen years of age.

Each school typically consists of 33 students and one teacher. Core

subjects include Mathematics, Social Studies and English. The schools also

offer extracurricular activities. As of June 2008, 37,500 Primary Schools

and 24,750 Pre-Primary schools have been established by BRAC enrolling

nearly 3 million children, 65% of whom are girls. The schools have a drop-

out rate of less than 5%.

BRAC has set up centres for adolescents called Kishori Kendra that

provide reading material and serve as a gathering place for adolescents

where they are educated about issues sensitive to the Bangladeshi

society like reproductive health, early marriage, womens legal rights etc.

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BRAC has also set up community libraries 185 out of 964 of which are

equipped with computers

Bangladesh: Education: Pre-primary Schools

The transition from the familiar environment of a home to the more

impersonal space of a school is particularly daunting for children from

poorer households where parents are more likely to be uneducated and

illiterate. As such, the parents may not have the education necessary to

teach them foundational literacy, reading, and mathematical skills, nor

have the same kind of enthusiasm for the demands and impersonal

routines of formal schooling that is common to better-off, educated

parents.BRACs 20,140 pre-primary schools prepare young children for their

transition from home to school based learning. This intervention enables

young children to become familiar with the alphabet and numbers. The

curriculum teaches three subjects, Bangla, Maths and Science, and runs

for one year. It is geared towards children who are unable to begin their

schooling before the age of six. Small class sizes of 26-30 children and

locally recruited women teachers with whom the children are likely to be

familiar eases this critical transition for children and parents.

Teachers are paid a salary through the government, and preference is

given for teachers who have at least eight years of schooling and a senior

school certificate. BRAC trains these teachers well in the latest and most

effective teaching methodolgies in a non-formal, creative manner,

encouraging effective development of children's communications,

language and social skills, active hands on learning, the use of arts

including free-hand drawings and other modes of classwork.

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This model of education has proven to keep children interested in

learning and in school. BRAC schools provide a comfortable and fun

atmosphere in which students and parents can accustom themselves to

the idea of school and have a great first experience in education.

2.12 Public health:BRAC started providing public healthcare in 1972 with an initial focus on

curative care through paramedics and a self-financing health insurance

scheme. The programme went on to offer integrated health care services,

its key achievements including the reduction of child mortality rates

through campaign for oral rehydration in the 80s and taking immunization

from 2% to 70% in Bangladesh. BRAC currently provides a range of

services that reach an estimated 31 million rural poor and include

services for mothers in reproductive health care and infants. As of

December 2007, 70,000 community health volunteers and 18,000 health

workers have been trained and mobilized by BRAC to deliver door-to-door

health care services to the rural poor. It has established 37 static health

centres and a Limb and Brace Fitting Centre that provides low cost

devices and services for the physically disabled. {BRAC At a Glance, June

2006}

In partnership with the government of Bangladesh, BRAC is implementing

a Directly Observed Treatment Short-course (DOTS) strategy to treat

Tuberculosis in Bangladesh. Its other major partnership programmes withthe government and/or other organizations include programmes in

malaria prevention and control and arsenic mitigation. BRACs Water,

Sanitation and Hygiene (WASH) programme, among BRACs new

initiatives, plans to achieve the target set forth by the government of

Bangladesh to achieve the Millennium Development Goal of improved

hygienic practices and supply of safe water by the year 2014. Also one of

BRACs new initiatives is its HIV/AIDS programme addresses awareness

raising activities among the generation population including education of

couples, adolescent boys and girls, high-risk groups and promotes use of

condoms. BRAC also provides treatment for STI/RTI and consumption

loans to brothel-based sex workers to empower them for compliance to

condom use.

Where We Work: Bangladesh: Health

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From its founding days, healthcare interventions have been an integral

aspect of BRACs holistic and rights based approach to development. The

two major objectives of the BRAC Health Programme are to improve

maternal, neonatal and child health, and to reduce vulnerability to

communicable diseases and common ailments. Our Health programme is

a combination of preventive, curative, rehabilitative and promotional

health services.

2.13 Essential Health Services:Maternal, Newborn & Child Health and Nutrition

Communicable DiseasesNon-communicable diseases

Shushasthyas

Bangladesh: Health: Essential Health Services

Essential Health Care

Essential Health Care is the core component of our health programme. It

is an integrated package of preventive and basic curative and referral

care, all aimed at improving the health and nutritional status of poor

people, especially women and children.

It has seven components: health and nutrition education; water and

sanitation; family planning; immunisation; pregnancy-related care; basic

curative services; and tuberculosis control. In some areas, it includes

additional activities such as services for presbyopia, pneumonia, malaria

and promotion of safe delivery practices. It also collaborate national

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programmes such as Vitamin-A supplementation and family planning.

2.14 Micro-health Insurance

The Health Micro Insurance scheme is developing a sustainablecommunity health financing model to increase the communitys access to

health treatments and safeguard household health security for the poor.

Around 950 families were enrolled in the Micro-Health Insurance project in

2008 and the total cost of recovery is 34 per cent.

Bangladesh: Health: Maternal, Newborn and Child Health and Nutrition

Manoshi: Maternal, Neonatal and Child Health Initiative

(Urban)

Our Manoshi project, launched in 2007 in Dhaka, aims to provide

community-based health care interventions to reduce maternal and child

mortality in urban slums for a 5 year period. A special feature is the

establishment of delivery centres to provide clean and private birthing

places for slum women who usually live in small shacks with a large

number of family members. The centres also offer quick diagnosis andreferral in case of birth emergencies. Each delivery centre has two birth

attendants who cover about 2,000 households (about 10,000 people).

Community midwives are also on hand to provide skilled care during

delivery. Manoshi was scaled up to 5 other city corporations in 2009.

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2.15 Improving Naternal, neotal and child health

survival (Rural)

Our integrated service approach and community-based solutions for the

socially-excluded and disadvantaged populations is implemented throughthis project. After 2 years of piloting in Nilphamari district, the project was

scaled up in 2008 to 3 more districts with the government and UNICEF.

Major interventions include capacity development of community health

resources, empowerment of women and support groups, provision of

maternity and child health related services and development of referral

linkages with nearby health facilities. Shasthya shebikas, shasthya

kormis, health workers for newborn and skilled birth attendants are

responsible for delivering the services to the community.

2.16 Bangladesh: Health: Communicable Diseases

Tuberculosis

We control tuberculosis (TB) through a community based approach known

as DOTS which stands for Directly Observed Treatment, Short-course. Our

goal is to increase access to DOTS through shasthya shebikas who are

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trained to diagnose TB cases and provide DOTS. They disseminate

information on TB, identify and refer suspected cases for sputum

examination to nearby outreach smearing centres. After diagnosis,

patients must go to a shebikas house to take the TB drugs. The TB

control programme in 42 districts includes 24 academic institutions, 41

prisons, the Chittagong Export Processing Zone, Chittagong and

Khulna port authority hospitals, and parts of city corporations. In 2009,

initiatives were undertaken to treat multi-drug resistant TB patients at the

community level, improve coverage in the low performing areas, and

provide voluntary counselling and testing for HIV to TB patients.

Malaria

In 1998, we made a special effort to raise awareness about malaria

control in the Chittagong HIll Tracts (CHT) where there is a high incidence

of the mosquito-borne disease. In 2002, in collaboration with the

Directorate General of Health Services, the Malaria Research Group and

the International Centre for Diarrhoeal Diseases Research, Bangladesh,

we began early diagnosis and prompt treatment and distribution of

insecticide treated mosquito nets. Currently the programme operates in

Moulvibazar and all 3 CHT districts. Our shasthya shebikas receive a 3-day

training on malaria treatment and prevention. They use a rapid diagnostic

test to identify and treat patients and refer severe cases to the nearesthealth facilities

Bangladesh: Health: Non-communicable diseases

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BRAC Limb and Brace Centre

BRAC Limb and Brace Centre was established in Dhaka in 2000 to provide

low cost, user-friendly, quality artificial limbs and braces. We also provide

physiotherapy services to the physically-challenged to enhance their

mobility. The centres, currently in Dhaka and Mymensingh, also provide

information, education and counselling services to disabled people and

their family members.

2.18 Reading Glasses

Reading Glasses for Improved Livelihoods project began in 2005 with

assistance from Vision Spring in 5 districts. Specially trained shasthya

shebikas use simple charts to identify persons with near-vision deficiency.

They also sell ready-to-use spectacles at a nominal price, educate people

on eye problems and refer complicated cases to professionals

2.19 Social ResponsibilitiesIn 1996, BRAC started a programme in collaboration with the Ain O

Shalish Kendra (ASK) and Bangladesh National Women Leaders

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Association (BNWLA) to empower women to protect themselves from

social discrimination and exploitation of which dowry, rape, acid throwing,

polygamy, domestic violence and oral divorce are common in rural

Bangladeshi communities and to encourage and assist them to take

action when their rights are infringed. The programme has two

components: the Social Development component and the Human Rights

and Legal Services component.

The Social Development component, focuses on building human and

socio-political assets of the poor especially women through institution

building, awareness raising, training and collective social mobilization. As

part of this initiative, BRAC has initiated ward-level peoples organizations

called the Polli Shomaj (Rural Society) and Union Shomaj (Union Society)

which poor rural women members can use as a platform to raise their

voices.

The Human Rights and Legal Services component seeks to empower thepoor by increasing their awareness of their rights (legal, human and

social) and entitlements through participation in activities like the Popular

Theatre and through Human Rights and Legal Education (HRLE) classes

arranged by BRAC for its Village Organisation members. BRAC also offers

external services such as access to lawyers or the police either through

legal aid clinics, by helping women report cases at the local police station

or when seeking medical care in the case of acid victims. At the end of

June 2006, 124,748 HRLE classes were held and 1,332 acid victim cases

and 1,735 rape victim cases were reported. {BRAC At a Glance, June

2006}

Disaster Relief

BRAC conducted one of the largest NGO responses to Cyclone Sidr which

hit vast areas of the south-western coast in Bangladesh in mid-November

2007. BRAC distributed emergency relief materials, including food and

clothing, to over 900,000 survivors, provided medical care to over 60,000

victims and secured safe supplies of drinking water. BRAC is now focusing

on long-term rehabilitation, which will include agriculture support,

infrastructure reconstruction and livelihood regeneration.

2.20 BRAC Abroad:

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AfghanistanBRAC registered in Afghanistan in 2002 and covers 23 out of 34

provinces. Its major programmes in Afghanistan include Microfinance

(funding from MISFA), Health, Education, National Solidarity and Capacity

Development. Its Microfinance Program currently has 429 branch officesthat have disbursed more than USD 96 million to over 179,000 member

households (895,000 people). BRAC now runs nearly 2,371 schools which

have seen 118,416 students graduate, almost all of whom are girls. BRAC

Afghanistan has 3,617 community health workers and 1,390 poultry and

livestock extension workers. It has also established two Training and

Resource Centres in Kabul and Mazar-e-Sharif. BRACs staff in Afghanistan

includes 3,463 locals and 180 expatriates. {Annual Report, 2007}

2.21 Sri Lanka

BRAC registered in Sri Lanka in 2005 following the devastatingTsunamiand initiated relief and rehabilitation activities. Its rehabilitation and

livelihood programmes in Sri Lanka covers three districts and 43 divisions.

BRACs work in Sri Lanka so far includes the fisheries, agriculture, poultry

and livestock, small business, income-generation activities, education and

health sectors. It currently employs 312 staff. {BRAC At a Glance,

December 2007}

2.22 Pakistan

BRAC expanded into Pakistan in 2007 and now covers six districts. BRACPakistan currently employs 337 staff members that work in 35 offices that

are set up in various locations throughout the country. The Microfinance

Program supports 837 village organizations that have over 14,544

members. To date, BRAC Pakistan has disbursed over $1,350,000. {BRAC

at a Glance, December 2007}

2.23TanzaniaBRAC Tanzania, established in 2006, has created over 2,700 microfinance

village organizations with over 80,000 members and already disbursedmore than $17 million. Over 480 community health promoters, 380

agriculture program volunteers and 436 poultry and livestock volunteers

have been trained. {Annual Report, 2007} From 2007 to 2010, it was a

field partner ofKiva Microfunds.

As of July 23, 2010, Kiva reported BRAC Tanzania's status as closed with a

0% Delinquency Rate. (Kiva.org, About Partner: BRAC Tanzania)

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2.24 UgandaBRAC Ugandas Microfinance Program has formed over 2,145 village

organizations with 59,844 members. To date, the program has

cumulatively disbursed $14.8 million with a repayment rate of 100%.BRAC Uganda has also trained 200 community health promoters and

opened 122 learning centers in Internally Displaced People (IDP) camps

that have enrolled nearly 20,704 learners. {Annual Report, 2007} It is a

field partner of Kiva Microfunds.

2.25 Southern SudanIn 2007, BRAC started operations in Southern Sudan. The microfinance

program, which consists primarily of returning war refugees, has already

formed 220 village organizations with over 8,400 members. Thecumulative disbursement in 2008 was $1,313,150. BRAC Southern Sudan

has also initiated a community-based health program under which

community health organizers and health promoters receive training.

{Annual Report, 2007} It is a field partner of Kiva Microfunds.

2.26 West AfricaBRAC is planning to expand its programs into Liberia and Sierra Leone by

the end of 2008. {Annual Report, 2007}

Partnership with the Nike FoundationBRAC is collaborating with Nikes GirlEffect campaign to launch a new program to reach out to teenagers in

Uganda andTanzania. The Employment and Livelihood for Adolescents

program has been successful in Bangladesh and BRAC is now adapting

and piloting this program in Africa

2.27 Income expenditure

Focus on Women - We work with poor women, who are the worst affectedby poverty. But if empowered with the right tools, they can play a crucial

role in bringing about changes within their families and their communities.

Over 98% of our membership is female; and more than 95% of our

volunteer cadre - health volunteers, paralegal trainers, agriculture,

livestock and poultry extension workers and school teachers - are women.

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Organizing the Poor - Organizing the poor is at the heart of our work. Our

Village Organisations (VOs) _ each with 30-40 women _ act as platforms

for poor women to come together, access services such as microfinance,

exchange information and raise awareness on social, legal and

other issues concerning their daily lives. As a group, these women _ who

as individuals have little or no voice in decision-making within their homes

or their communities _ are able to speak out and influence change.

Unleashing Human Potential - We believe in unleashing human potential.

BRAC acts as a catalyst presenting a multitude of opportunities - both

economic and social - that allows poor families to transform their own

lives and futures. Everything we do is in response to the needs of

disadvantaged people who are marginalised, and excluded from

mainstream development. BRAC is for such people - who are poor for a

lack of opportunities, not potential.

Comprehensive Approach - We believe that there are many underlying

causes of poverty, and these causes are interlinked. In order for the poor

to come out of poverty, they must have the tools to fight it across all

fronts. We have, therefore, developed support services in areas of human

rights, legal aid, education, health care, social and economic

empowerment, finance and enterprise development, agriculture,

environmental sustainability and disaster preparedness.

2.28 Our StrengthsThinking local, acting global - We were conceived in the aftermath of war

in one of the poorest countries in the world that is frequently wracked by

natural disasters. With our roots strongly placed at the heart of poverty,

we have first-hand insight and experience necessary to understand its

many faces, and develop effective and innovative tools to help tackle

them. We live and work within households and communities, but operate

our successful interventions at national levels to maximise their impact.We have developed a culture of knowledge-sharing, which has enabled us

to extend proven techniques and best practices across geographical

barriers. We currently work in 9 countries across Asia and Africa.

Increasingly self-reliant - Self reliance is a key theme at BRAC, both for

those we support as well as ourselves. From our inception nearly four

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decades ago as a fully donor-funded relief project, we have come to be

over 70% self-financed, which is no small feat considering our annual

budget of nearly USD 535 million. We have achieved this level of self-

reliance not only through built-in measures to ensure efficiency and cost-

effectiveness across all your programmes, but also by innovating the

concept of social enterprises. Our social enterprises, ranging from

agriculture to handicrafts, are strategically connected to our development

programmes and form crucial chain linkages that increase the

productivity of our members assets and labour, and reduce the risks of

their enterprises. The surplus generated from these enterprises are fed

back into our development programmes that help to make us increasingly

self-reliant.

Unprecedented Scale and Reach - "Small is beautiful, but big is

necessary" - Fazle Hasan Abed, BRAC Founder and Chairperson. Workingin countries where the poor number in the tens of millions, we cannot

afford to be satisfied with small-scale projects. We are specialists in taking

an idea, testing it, perfecting it and then expanding it rapidly to national

scale cost-effectively and without compromising quality. Today, BRAC is

the largest development organisation in the world in terms of its reach _

its tuberculosis programme alone covers a population of over 80 million

people in Bangladesh. We are also the largest in terms of staff size,

employing more than 60,000 people, and organising and training an

additional 60,000 self-employed health volunteers, agriculture and

livestock extension agents and part-time teachers. Across the world, our

staff and our volunteers together reach an estimated 110 million people.

Proven Track Record - We are a major contributor to the development

success story of Bangladesh - a country on track to meet the majority of

the millennium development goals and join the ranks of middle income

countries. In a short span of time, we have also grown to become a

leading development organisation in all the other countries in which we

are working. We are the development partner of choice for most donor

agencies and governments.

2.29What we do: Socially Responsible Investments

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The stakeholders of BRAC consist mainly of millions of deprived and

disenfranchised poor of Bangladesh. BRAC investments act as hedges toBRAC to protect these stakeholders from any future liquidity crunch in

the financial industry. These BRAC investments focus on companies that

are aligned with BRACs mission of alleviating poverty. BRAC investments

are independently run organisations that are fully or partly owned by

BRAC.

BRAC has invested in the following concerns:

2.30 Financial Institutions

BRAC Bank Limited, which was initiated in 2001, has institutional

shareholding by BRAC, the International Finance Corporation (IFC) and

Shorecap International. As a fully commercial operation, the bank focuses

on small and medium enterprises, which are overlooked by commercial

banks. The average loan size is USD 7,033. BRAC owns 33.51%

shareholdings in BRAC Bank Limited.

Delta-BRAC Housing Finance Corporation Limited was founded in 1997

and is presently the largest specialised housing finance institution in the

country. It is a pioneer in financing low-cost housing and the only financial

institution in Bangladesh to receive an AAA credit rating. BRAC owns

20.37% shareholdings in Delta-BRAC Housing Corporation.

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BRAC Afghanistan Bank is jointly owned by BRAC, IFC, ShoreCap

International and Triodos Bank. BRAC maintains one branch and three

sub-branches in Kabul. It is a full service commercial bank. The main

focus is small business lending but also provides other credit and savings

packages.

2.31 Information Technology:

bracNet, in partnership with gNet and Marubeni Corporation of Japan, has

its mission to bring affordable internet and data connectivity to the

general population of the country. BRAC has 39.7% shareholdings in

bracNet.

Documenta Ltd. is a leading software development house in Bangladesh.

In addition to supplying the entire software needs of BRAC, the company

provides commercial services in business application software

development, digital archiving, and database driven .

2.32 Social Communication & AdvocacyWe seek to promote behaviour change among individuals, communities,

organizations and policy makers regarding policies and practices and

improveme

Documents

Perception of employees about performance appraisal effectiveness Human Resource Management