Final Proj Report

8/13/2019 Final Proj Report

1/73


2/73

NON PERFORMING ASSET

AND

IT's IMPACTS ON BANK PROFITABILITYFOCUSED ON AXIS BANK


3/73

DECLARATION

I hereby declare that the dissertation 7NON PERFORMING ASSET AND

ITS IMPACT ON BANK PROFITABILITY (FOCUSED ON AXIS

BANK)8 submitted for the MBA Degree at Padmashree Dr. D.Y. Patil

Universitys Department of Business Management is my original or! and the

dissertation has not formed the basis for the aard of any degree" associate

ship" felloship or any other similar titles.

Place# Mumbai

Date#

$ignature of the $tudent


4/73

Certi+i5ate

%his is to certify that the dissertation entitled & '(' P)*+(*MI', A$$)%$

A'D I%-$ IMPA% (' BA'/ P*(+I%ABI0I%Y 1+(U$)D (' A2I$

BA'/3&is the bona fide research or! carried out by Ms. Meenal /had!a"

student of MBA" at Padmashree Dr. D.Y. Patil Universitys Department of

Business Management during the year 4556 74558" in partial fulfilment of the

re9uirements for the aard of the Degree of Master in Business Management

and that the dissertation has not formed the basis for the aard previously of

any degree" diploma" associate ship" felloship or any other similar title.

(Dr& R& Go*a)6

Dire5tor6

De*art#et o+ B!siess M.t6

Pa$#as%ree Dr& D&Y& Pati Uiersit)

Pa5e/ M!#"ai

Date/


5/73

A59o-e$.e#ets

In the first place" I than! the Padmashree Dr. D. Y. Patil University"

Department of Business Management" 'avi Mumbai for giving me an

opportunity to or! on this pro:ect. I ould also li!e to than! Dr. *.,(PA0"

Director" Department of Business Management" Padmashree Dr. D.Y. Patil

University" 'avi Mumbai for having given me her valuable guidance for the

pro:ect. ;ithout his help it ould have been impossible for me to complete the

pro:ect.

I ould also li!e to than! the various people from the finance field ho have

provided me ith a lot of information and in fact even sharing some of the

confidential company documents and data < many of hich I have used in this

report and ithout hich this pro:ect could not have been completed.

I ould be failing in my duty if I do not ac!noledge ith a deep sense of

gratitude the sacrifices made by my parents and thus have helped me in

completing the pro:ect or! successfully.

Place# Mumbai

Date#

$ignature of the student.


6/73

Pre+a5e

;hile searching for a suitable topic for the M.B.A Dissertation" I happened to

meet a person from the +inance $ector" ho suggested to me the topic on the

+inancial $ector of India. During the course of the discussion" it transpired that

the problems that this sector faces is ith respect to 'on performing asset and

its impact on ban! profitability focused on 1A=is ban!3.

%he topics having aroused my curiosity" discussions ere held ith several

people in the retail sector to understand the veracity of the above thought

process and also understand the real issues plaguing the industry.

All these aspects then resulted in the development of the pro:ect report titled

'on performing asset and its impact on ban! profitability focused on 1A=is

ban!3.

It is strongly hoped that this pro:ect covers not only the various re9uirements of

the Pro:ect $tudy but also of the Industry.

$ignature of the $tudent


7/73

I$e:

Topic covered Page nos.

Executive summary

Design of the study

Introduction

Literature review

Objectives

Profile of the Axis bank

!O" analysis

Product and services offered by Axis bank

#esearch methodology

Analysis and inter$retation

Im$act on bank $rofitability of %PA

&onclusions

Abbreviations


8/73

'ibliogra$hy

EXECUTI;E SUMMARY/

%he future of Indian Ban!ing represents a uni9ue mi=ture of unlimited opportunities amidst

impossible challenges. (n the one hand e see the scenario represented by the rapid process

of globali>ation presently ta!ing shape bringing the community of nations in the orld

together" transcending geographical boundaries" in the sphere of trade and commerce" and

even employment opportunities of individuals. All these indicate nely emerging

opportunities for Indian Ban!ing. But on the dar!er side e see the accumulated chaos"

brought out by three decades of controlled and division management of the ban!s in the past.

It has siphoned profitability of the many ban!s" accumulated enlarged 'PA and threatens

apital Ade9uacy of the Ban!s and their continued stability.

'e Private $ector Ban!s in India can solve their problems only if they assert a spirit

of self7initiative and self7reliance through developing their in7house e=pertise. %hey have to

imbibe the ban!ing philosophy inherent in de7regulation 'PA is a problem created by the

Ban!s and they have to find the cause and the solution 7 ho it as created and ho the

Ban!s are to overcome it. An attempt is made in this study the present situation and to arrive

at a solution to solve this problem.


9/73

DESIGN OF T0E STUDY

Tite o+ t%e *ro


10/73

and at the same times they are forced to ma!e provision on such assets. $o %his pro:ect is

underta!en to no impact of 'PA on Profitability of 'e Private $ector Ban!s.

LITERATURE RE;IE=

Ma.a>ie a#e? CAPITAL MARKET De5& 311@issue %he article ta!en for reference from this

maga>ine and the article isnamed @$hort termpains" long7term gain on Pg.7. It discusses about the

rising 'PAs" increase in provision coverage" sluggish credit off ta!e and dindling treasury income. It states

that these measures are going to set ays for better valuations. It tells about ho the B$) Ban!e= has out

performed

theB$) $ense= by recording robust returns of C6. It discusses about various ban!s namelyBan! of

India" Union Ban! of India" $tate Ban! of India" Ban! of Baroda" Pun:ab 'ational Ban! and IndusInd Ban!

have reached their all time high during (ct. e ban!s" $mall ban!s and Eery $mall ban!s. +rom the data given in the maga>ine done by B%7

/PM, study is clear that despite the global credit crisis continues to ta!e its toll7 last month the C55 thU$

ban! collapsed since 0ehman Brothers the Indian Ban!s continue to do business as usual and the result is

given in numbers through this survey.


11/73

Resear5% Pa*er

? 7A 5o#*aratie st!$ o+ No Per+or#a5e Assets i I$ia8 " Pras%at% K Re$$6

IIM A%#e$a"a$&

%his article discusses about the financial sector reform in India hich has progress rapidly on aspects li!e

interest rate deregulation" reduction in reserve re9uirements" barriers to entry" prudential norms and ris! based

supervision but the progress on the structural7institutional aspects has been much sloer and is a cause for

concern. It tells about hat changes are re9uired to tac!le the 'PA problem. %his paper also deals ith the

e=periences of other Asian countries in handling of 'PAs. It also suggests mechanisms to handle the problem

by draing on e=periences from other countries


12/73

OBJECTIVES OF STUDY

C. %o study the *BI norms on 'on Performing Assets" and the various reasons for the

e=istence of huge level of 'PA in Indian ban!ing.

4. %o !no the performance comparison of 'e Private Ban!s 'on performing asset

for past F years.

F. %o !no the impact of non performing assets on profitability of 'e Private Ban!s"

and comparison of credit ris! path of 'e Private Ban!s ith 6 selected (ld Private

Ban!s.

. %o study the various steps ta!en by the ban!s to bring don the 'PAs in respective

ban! branches.

G. %o recommend measures for Improving performance and reduction of 'on

Performing Assets.


13/73

Resear5% Met%o$oo.

Pri#ar Data/

Eies of the concerned officials ere gathered by directly interacting ith them" and such

data as found very useful hile analy>ing and draing conclusions.

Se5o$ar Data/

*ecent *BI norms of 'PA.

IBA Bulletin 5f 45C47CF is referred to collect data for 'et 'PA" and Advances.

;eb site of A=is Ban! and other ;eb sites.

Pa o+ aasis/

In this study 9uadrant analysis is used on the calculated figures.

Li#itatios/

%he study is based mostly on secondary data.

Data has been dran from :ournals" so information may not be complete.


14/73

+or the analysis only the advances and 'PA percentages of ban!s and operating

profit" provisions and contingencies as a hole and net profit of 'e P$B is ta!en

into consideration.

NON PERFORMING ASSETS

INTRODUCTION

It-s a !non fact that the ban!s and financial institutions in India face the problem of

selling non7performing assets 1'PAs3 and the issue is becoming more and more

unmanageable. In order to bring the situation under control" some steps have been ta!en

recently. %he $ecuriti>ation and *econstruction of +inancial Assets and )nforcement of

$ecurity Interest Act" 4554 as passed by Parliament" hich is an important step toards

elimination or reduction of 'PAs.

Meai. o+ NPA/

An asset is classified as non7performing asset 1'PAs3 if dues in the form of principal and

interest are not paid by the borroer for a period of CH5 days. ?oever ith effect from

March 455" default status ould be given to a borroer if dues are not paid for 85 days. If

any advance or credit facilities granted by ban! to a borroer become non7performing" then

the ban! ill have to treat all the advancescredit facilities granted to that borroer as non7


15/73

performing ithout having any regard to the fact that there may still e=ist certain advances

credit facility.

A debt obligation here the borroer has not paid any previously agreed upon interest and

principal repayments to the designated lender for an e=tended period of time. %he

nonperforming asset is therefore not yielding any income to the lender in the form of

principal and interest payments.

+or e=ample" a mortgage in default ould be considered non7performing. After a prolonged

period of non7payment" the lender ill force the borroer to li9uidate any assets that ere

pledged as part of the debt agreement. If no assets ere pledged" the lenders might rite7off

the asset as a bad debt and then sell it at a discount to a collections agency.

Reasos +or t%e e:iste5e o+ %!.e ee o+ NPA i t%e i$ia "a9i. sste# (IBS)/

%he origin of the problem of burgeoning 'PAs lies in the 9uality of managing credit ris! by

the ban!s concerned. ;hat is needed is having ade9uate preventive measures in place

namely" fi=ing pre7sanctioning appraisal responsibility and having an effective post7

disbursement supervision. Ban!s concerned should continuously monitor loans to identify

accounts that have potential to become non7performing.

%o start ith" performance in terms of profitability is a benchmar! for any business

enterprise including the ban!ing industry. ?oever" increasing 'PAs have a direct impact

on ban!s profitability as legally ban!s are not alloed to boo! income on such accounts and

at the same time ban!s are forced to ma!e provision on such assets as per the *eserve Ban!

of India 1*BI3 guidelines.


16/73


17/73

+ree distribution done during @loan mails 1congress regime3 also contributed to the

heavy increase in 'PAs.

%he slac!ness in effort by the ban! authorities to collect or recover loan advances in

time also contributes to the increase in 'PAs.

0ac! of accountability of the officers" ho sanctioned the loans led to a caste hole

approach by the officers recovering the loans.

0oans sanctioned to under servicing candidates due to pressure from the ministers

and other politicians also led to the non recovery of debts.

Poor credit appraisal system" lac! of vision hile sanctioning credit limits.

0ac! of proper monitoring.

*ec!less advances to achieve the budgetary targets.

0ac! of sincere corporate culture" inade9uate legal provisions on foreclosure and

ban!ruptcy.

hange in economic policiesenvironment.

0ac! of co7ordination beteen ban!s.

So#e o+ t%e itera +a5tors o+ t%e or.ai>atio ea$i. to NPAs are/

Division of funds for e=pansion" diversification" moderni>ation" underta!ing ne

pro:ects and for helping associate concerns" this is coupled ith recessionary

trends and failure to tap funds in the capital and debt mar!ets.


18/73

Business failure1 product" mar!eting etc."3"inefficient management" strained labor

relations" inappropriate technology" technical problems" product obsolescence

etc."

*ecession " shortage of input" poer shortage" price escalation" accidents" natural

calamities" besides e=ternali>ation problem in other countries leading to non

payment of overdue.

%imecost overrun during the pro:ect implementation stage.

,overnment policies li!e changes in the e=cise duties" pollution control orders.

;illful default" siphoning off of funds" fraud" misappropriation"

promotersdirectors disputes etc."

Deficiencies on the part of the ban!s li!e delay in release of limits and delay in

release of paymentssubsidies by the government.

NPA i I$ia Ba9i. Sste#/

'PA surfaced suddenly in the Indian ban!ing scenario" around the )ighties" in the midst of

turbulent structural changes overta!ing the international ban!ing institutions" and hen the

global financial mar!ets ere undergoing seeping changes. In fact after it had emerged the

problem of 'PA !ept hidden and gradually selling unnoticed and unperceived" in the ma>e

of defective accounting standards that still continued ith Indian Ban!s up to the 'ineties

and opa9ue Balance sheets.


19/73

In a dynamic orld" it is true that ne ideas and ne concepts that emerge through such

changes caused by social evolution bring beneficial effects" but only after levying a heavy

initial toll. %he process of 9uic!ly integrating ne innovations in the e=isting set7up leads to

an immediate disorder and unsettled conditions. People are not accustomed to the ne

models. %hese ne formations ta!e time to configure" and or! smoothly. %he old is cast

aay and the ne is found difficult to ad:ust. Marginal and sub7marginal operators are sept

aay by these convulsions. Ban!s being sensitive institutions entrenched deeply in

traditional beliefs and conventions ere unable to ad:ust themselves to the changes. %hey

suffered easy victims to this upheaval in the initial phase.

onse9uently ban!s underent this transition7syndrome and languished under distress and

ban!ing crises surfaced in 9uic! succession one folloing the other in many countries. But

hen the ban!ing industry in the global sphere came out of this metamorphosis to re7ad:ust

to the ne order" they emerged revitali>ed and as more vibrant and robust units.

Deregulation in developed capitalist countries particularly in )urope" itnessed a remar!able

innovative groth in the ban!ing industry" hether measured in terms of deposit groth"

credit groth" groth intermediation instruments as ell as in netor!.

During all these years the Indian Ban!ing" hose environment as insulated from the

global conte=t and as denominated by $tate controls of directed credit delivery" regulated

interest rates" and investment structure did not participate in this vibrant ban!ing revolution.

$uffering the dearth of innovative spirit and cho!ing under undue regimentation" Indian

ban!ing as lac!ing ob:ective and prudential systems of business leading from early

stagnation to eventual degeneration and reduced or negative profitability. ontinued political

interference" the absence of competition and total lac! of scientific decision7ma!ing" led to

conse9uences :ust the opposite of hat as happening in the estern countries. Imperfect


20/73

accounting standards and opa9ue balance sheets served as tools for hiding the shortcomings

and failing to reveal the progressive deterioration and structural ea!ness of the country-s

ban!ing institutions to public vie. %his enabled the nationali>ed ban!s to continue to

flourish in a deceptive manifestation and false glitter" though stray symptoms of the breing

ailment ere discernible here and there.

%he government hastily introduced the first phase of reforms in the financial and ban!ing

sectors after the economic crisis of C88C. %his as an effort to 9uic!ly resurrect the health

of the ban!ing system and bridge the gap beteen Indian and global ban!ing development.

Indian Ban!ing" in particular P$Bs suddenly o!e up to the realities of the situation and to

face the burden of the surfeit of their oes. $imultaneously ma:or revolutionary transitions

ere ta!ing place in other sectors of the economy on account the ongoing economic

reforms intended toards freeing the Indian economy from government controls and

lin!ing it to mar!et driven forces for a 9uic! integration ith the global economy. Import

restrictions ere gradually freed. %ariffs ere brought don and 9uantitative controls ere

removed. %he Indian mar!et as opened for free competition to the global players. %he

ne economic policy in turn revolutionalised the environment of the Indian industry and

business and put them to similar problems of ne mi=ture (f opportunities and challenges.

As a result e itness today a scenario of ban!ing" trade and industry in India" all

undergoing the convulsions of total reformation battling to !ic! off the decadence of the

past and to gain a ne strength and vigor for effective lin!s ith the global economy.

Many are still languishing unable to get released from the old set7up" hile a fe

progressive corporate are ma!ing a niche for themselves in the global conte=t.

During this decade the reforms have covered almost every segment of the financial sector.

In particular" it is the ban!ing sector" hich e=perienced ma:or reforms. %he reforms have


21/73

ta!en the Indian ban!ing sector far aay from the days of nationali>ation. Increase in the

number of ban!s due to the entry of ne private and foreign ban!sJ increase in the

transparency of the ban!s- balance sheets through the introduction of prudential norms and

norms of disclosureJ increase in the role of the mar!et forces due to the deregulated interest

rates" together ith rapid computeri>ation and application of the benefits of information

technology to ban!ing operations have all significantly affected the operational environment

of the Indian ban!ing sector.

In the bac!ground of these comple= changes hen the problem of 'PA as belatedly

recogni>ed for the first time at its pea! velocity during C88478F" there as resultant chaos

and confusion. As the problem in large magnitude erupted suddenly ban!s ere unable to

analy>e and ma!e a realistic or complete assessment of the surmounting situation. It as not

reali>ed that the root of the problem of 'PA as centered elsehere in multiple layers" as

much outside the ban!ing system" more particularly in the transient economy of the country"

as ithin. Ban!ing is not a compartmentali>ed and isolated sector delin!ed from the rest of

the economy. As has happened elsehere in the orld" a distressed national economy shifts

a part of its negative results to the ban!ing industry. In short" ban!s are made ultimately to

finance the losses incurred by constituent industries and businesses. %he unprepared ness and

structural ea!ness of our ban!ing system to act to the emerging scenario and de7ris! itself

to the challenges thron by the ne order" trying to sitch over to globali>ation ere only

aggravating the crisis. Partial perceptions and hasty :udgments led to a policy of ad7hoc7ism"

hich characteri>ed the approach of the authorities during the last to7decades toards

finding solutions to ban!ing ailments and dismantling recovery impediments. ontinuous

concern as e=pressed. *epeated correctional efforts ere e=ecuted" but positive results

ere evading. %he problem as defying a solution.


22/73

%he threat of 'PA as being surveyed and summari>ed by *BI and ,overnment of India

from a remote perception loo!ing at a bird-s7eye7vie on the ban!ing industry as a hole

delin!ed from the rest of the economy. *BI loo!s at the ban!ing industry-s average on a

macro basis" consolidating and tabulating the data submitted by different institutions. It has

collected e=tensive statistics about 'PA in different financial sectors li!e commercial ban!s"

financial institutions" urban cooperatives" 'B+ etc. But still it is a distant vie of one

outside the system and not the felt vie of a suffering participant. Individual ban!s inherit

different cultures and they finance diverse sectors of the economy that do not possess

identical attributes. %here are distinct diversities as among the 48 public sector ban!s

themselves" beteen different geographical regions and beteen different types of customers

using ban! credit. %here are three ea! nationali>ed ban!s that have been identified. But

there are also correspondingly to better performing ban!s li!e orporation and (B.

%here are also ban!s that have successfully contained 'PA and brought it to single digit li!e

$yndicate 1,ross 'PA 6.H63 and Andhra 1,ross 'PA K.CF3. %he scenario is not so

simple to be generali>ed for the industry as a hole to prescribe a readymade pac!age of a

common solution for all ban!s and for all times.

$imilarly 'PA concerns of individual Ban!s summari>ed as a hole and e=pressed as an

average for the entire ban! cannot convey a dependable picture. It is being statistically stated

that ban! 2 or Y has C4 gross 'PA. But if e loo! don further ithin that Ban! there

are a fe poc!ets possessing bul! segments of 'PA ranging G5 to 65 gross " hich

should conse9uently convey that there should also be several other segments ith F to G or

even 'I0 'PA" averaging the ban!-s hole performance to C4. Much criticism is made

about the obligation of 'ationali>ed Ban!s to e=tend priority sector advances. But ban!s

have neither fared better in non7priority sector. %he comparative performance under priority

and non7priority is only a difference of degree and not that of !ind.


23/73

%he assessment of the mi=7of contributing factors includes#

C. human factors 1those pertaining

4. to the ban!ers and the credit customers3"

F. environmental imbalances in the economy on account of holesale changes and also

. Inherited problems of Indian ban!ing and industry.

Eariable s!ill" efficiency and level integrity prevailing in different branches and in different

ban!s accounts for the seeping disparities beteen inter7ban! and intra7ban! performance.

;e may add that hile the core or base7level 'PA in the industry is due to common

contributory causes" the inter7se variations are on account of the structural and operational

disparities. %he heavy concentrated prevalence of 'PA is definitely due to human factors

contributing to the same.

'o ban! appears to have conducted studies involving a cross7section of its operating field

staff" including the audit and inspection functionaries for a candid and comprehensive

introspection based on a survey of the variables of 'PA burden under different categories of

sectoral credit" different regions and in individual Branches categori>ed as ith high"

medium and lo incidence of 'PA. ;e do not hear the voice of the operating personnel in

these ban!s candidly e=pressed and e=plaining their failures. )=7ban!ers" i.e. the

professional ban!ers ho have retired from service" but possess a depth of inside !noledge

do not out7pour candidly their vies. After three decades of nationali>ed ban!ing" e must

have some hundreds of retired Ban! e=ecutives in the country" ho can boldly and

independently" but ob:ectively voice their vies. )veryone is satisfied in blaming the others.

Ban! e=ecutives hold -illful defaulters- responsible for all the plague. Industry and business

blames the government policies.


24/73

Important fact7revealing information for each 'PA account is the gap period beteen the

date" hen the advance as originally made and the date of its becoming 'PA. If the gap is

long" it is the case of a sunset industry. %hings ere all right earlier" but economic variance

in trade cycles or mar!et sentiments have created the 'PA. redit customers ho are in

'PA today" but for years ere earlier rated as good performers and creditorthy clients

ranging ithin the top G5 or C55. $ignificant part of the 'PA is on account of clout ban!ing

or illfully given bad loans. Infant mortality in credit is solely on account of human factors

and absence of human integrity.

redit to different sectors given by the P$Bs in fact represents different products. Advance

to ea!er sections belo *s.4G5557 represents the actual social ban!ing. 'PA in this sector

forms H %( C5 of the gross amount. Advance to agriculture" $$I and big industries each

calls for different strategies in terms of credit assessment, credit delivery, project

implementation, and post advance supervision. 'PA in different sector is not caused by the

same resultant factors. ontaining 9uantum of 'PA is therefore to be programmed by a

sector7ise strategy involving a role of the actively engaged participants ho can tell here

the boot pinches in each case. Business and industry has e9ual responsibility to accept

accountability for containment of 'PA. Many of the present defaulters ere once trusted

and valued customers of the ban!s. ;hy have they become unreliable no" or have theyL

%he credit portfolio of a nationali>ed ban! also includes a number of lo7ris! and ris!7free

segments" hich cannot create 'PA. $mall personal loans against ban!s- on deposits and

other tangible and easily mar!etable securities pledged to the ban! and held in its custody

are of this category. $uch small loans are universally given in almost all the branches and

hence the aggregate constitutes a significant figure. %hen there is food credit given to +I

for food procurement and similar credits given to ma:or public Utilities and Public $ector


25/73

Underta!ings of the entral ,overnment. It is only the residual fragments of Ban! credit that

are e=posed to credit failures and reasons for 'PA can be ascertained by scrutini>ing this

segment.

$econdly 'PA is not a dilemma facing e=clusively the Ban!ers. It is in fact an all pervasive

national scourge saying the entire Indian economy. 'PA is a sore throat of the Indian

economy as a hole. %he ban!s are only the ultimate victims" here life cycle of the virus is

terminated.

'o" ho does the ,overnment sufferL ;hat about the recurring loss of revenue by ay of

ta=es" e=cise to the government on account of closure of several la!hs of ersthile vibrant

industrial units and inefficient usage of costly industrial infrastructure erected ith

considerable investment by the nationL As per statistics collected three years bac! there are

over to and half million small industrial units representing over 85 percent of the total

number of industrial units. A ma:ority of the industrial or! force finds employment here

and the sector-s contribution to industrial output is substantial and is estimated at over FG

percent hile its share of e=ports is also valued to be around 5 percent. (ut of the 4.G

million" about C5 of the small industries are reported to be sic! involving a ban! credit

outstanding around *s.G555 to K555 rores" at that period. It may be even more no. %hese

closed units represent some thousands of displaced or!ers Previously en:oying gainful

employment. )ach closed unit hether large" medium or small occupies costly developed

industrial land. $everal items of machinery form security for the 'PA accounts should either

be lying idle or :un!ing out. In other ords" large value of land" machinery and money are

loc!ed up in industrial sic!ness. %hese are the assets created that have turned unproductive

and these represent the real physical 'PA" hich indirectly are reflected in the financial

statements of nationali>ed ban!s" as the ultimate financiers of these assets. In the final


26/73


27/73

Oer D!e# Any amount due to the Ban! under any credit facility is @(ver due if it is not

paid on the due date fi=ed by the Ban!.

O!t o+ Or$er# An account should be treated as @out of order

If the outstanding balance remains continuously in e=cess of the sanctioned limit

draing poer.

In cases here the outstanding balance in the principal operating account is less than

the sanctioned limit draing poer" but there are no credits continuously for 85 days

as on the date of Ban!s Balance $heet or ;here are credits are not enough to cover

the interest debited during the same period.

A 'on Performing Asset shall be an advance here#

Ter# Loa# Interest and or installment of principal remain @over due for a period

of more than 85 days.

Cas% Cre$it Oer Dra+t# If the account remains out of order for a period more than

85 days.

Bis# (verdue for a period of more than 85 days.

Ot%er a55o!ts# Any amount to be received remains overdue for a period of more

than 85 days.

S%ort $!ratio 5ro*s# If the installment of principal or interest there on remains

overdue for to crop seasons.

Lo. $!ratio 5ro*s# If installment of principal or interest there on remains overdue

for (ne rop season.


28/73

An account ould be classified as 'PA only if the interest charged during any

9uarter is not serviced fully ithin 85 days from the end of the 9uarter.

ASSET CLASSIFICATION

Sta$ar$ Assets#

Is one hich does not disclose any problem and hich does not carry more than

normal ris!s attached to the business.

S!"sta$ar$ Assets#

;hich has remained 'PA for a period of less than or e9ual to C4 months.

Do!"t+! Assets#

If it has remained 'PA for a period e=ceeding C4 months.

Loss Assets#

A loss asset is one here loss has been identified by the ban!.

RBI .!i$eies o *roisioi. re,!ire#et o+ "a9 a$a5es/

Loss Assets# C55 of the outstanding amount.

Do!"t+! Assets# C55 of unsecured portion.


29/73

Se5!re$ *ortio

Up to one year 45

(ne to three years F5

More than F years

C. (utstanding stoc! of 'PA as on

FC.F.455

4. Advances classified as @doubtful more

than F years on or after FC.F.455

6G .e.f.FCst March" 5K

C55 .e.f.FCst March"56

C55 .e.f.FCst March"5G

S!"sta$ar$ Assets# $ecured portion C5 and unsecured portion 45 on total outstanding.

Sta$ar$ Assets# A general provision of 5.5 1+or direct Agriculture $M) $ector

5.4G3. Provisioning for standard assets ill be done at corporate office centrally.

alculation of 'et 'PA 1'on Performing Asset3

For#!a/

,*($$ 'PA

0)$$# Balance in Interest $uspense Account

0)$$# DI,), laims received but pending for ad:ustment

0)$$# Part payment received and !ept in suspense account

Based on annual reports of A=is Ban!7 45C4745CF

Particulars Amount

Gross NPA of AXIS for the year 2012-2013 37428

LESS: Balane fro! "nterest s#s$ense ao#nt 12704LESS: %I&G&'E&G& &la"!s ree"(e) *#t $en)"n+ 3,


30/73


31/73

(n the other hand managing credit ris! is a much more forard7loo!ing approach and is

mainly concerned ith managing the 9uality of credit portfolio before default ta!es place. In

other ords" an attempt is made to avoid possible default by properly managing credit ris!.

onsidering the current global recession and unreliable information in financial statements"there is high credit ris! in the ban!ing and lending business. %o create a defense against such

uncertainty" ban!ers are e=pected to develop an effective internal credit ris! models for the

purpose of credit ris! management.

Usa.e o+ +ia5ia state#ets i assessi. t%e ris9 o+ $e+a!t +or e$ers/

+or ban!s and financial institutions" both the balance sheet and income statement have a !ey

role to play by providing valuable information on a borroers viability. ?oever" the

approach of scrutini>ing financial statements is a bac!ard loo!ing approach. %his is

becauseJ the focus of accounting is on past performance and current positions.

%he !ey accounting ratios generally used for the purpose of ascertaining the creditorthiness

of a business entity are that of debt7e9uity ratio and interest coverage ratio. ?ighly rated

companies generally have lo leverage. %his is becauseJ high leverage is folloed by high

fi=ed interest charges" non7payment of hich results into a default.

Ca*ita A$e,!a5 Ratio (CAR) o+ RBI a$ Base 5o##ittee o "a9i. s!*erisio

(BCBS)/

*eserve Ban! of India 1*BI3 has issued capital ade9uacy norms for the Indian ban!s. %he

minimum A* hich the Indian Ban!s are re9uired to meet at all times is set at 8. It


32/73

should be ta!en into consideration that the ban!-s capital refers to the ability of ban! to

ithstand losses due to ris! e=posures.

%o be more precise" capital charge is a sort of regulatory cost of !eeping loans 1perceived as

ris!y3 on the balance sheet of ban!s. %he 9uality of assets of the ban! and its capital are

often closely related. Nuality of assets is reflected in the 9uantum of 'PAs. By this" it

implies that if the asset 9uality as poor" then higher ould be the 9uantum of non7

performing assets and vice7versa.

Mar!et ris! is the ris! arising due to the fluctuations in value of a portfolio due to the

volatility of mar!et prices.

(perational ris! refers to losses arising due to comple= system and processes. It is important

for a ban! to have a good capital base to ithstand unforeseen losses. It indicates the

capability of a ban! to sustain losses arising out of ris!y assets.

%he Basel ommittee on Ban!ing $upervision 1BB$3 has also laid don certain minimum

ris! based capital standards that apply to all internationally active commercial ban!s. %hat is"

ban!-s capital should at least be H of their ris!7eighted assets. %his infact helps ban! to

provide protection to the depositors and the creditors.

%he main ob:ective here is to build a sort of support system to ta!e care of une=pected

financial losses thereby ensuring healthy financial mar!ets and protecting depositors.

I#*a5t o+ e:5ess i,!i$it/

(ne should also not forget that the ban!s are faced ith the problem of increasing

li9uidity in the system. +urther" *eserve Ban! of India 1*BI3 is increasing the li9uidity in the

system through various rate cuts. Ban!s can get rid of its e=cess li9uidity by increasing its


33/73

lending but" often shy aay from such an option due to the high ris! of default. In order to

promote certain prudential norms for healthy ban!ing practices" most of the developed

economies re9uire all ban!s to maintain minimum li9uid and cash reserves broadly classified

into ash *eserve *atio 1**3 and the $tatutory 0i9uidity *atio 1$0*3.

ash *eserve *atio 1**3 is the reserve hich the ban!s have to maintain ith itself in the

form of cash reserves or by ay of current account ith the *eserve Ban! of India 1*BI3"

computed as a certain percentage of its demand and time liabilities. %he ob:ective is to

ensure the safety and li9uidity of the deposits ith the ban!s.

(n the other hand" $tatutory 0i9uidity *atio 1$0*3 is the one hich every ban!ing company

shall maintain in India in the form of cash" gold or unencumbered approved securities" an

amount hich shall not" at the close of business on any day be less than such percentage of

the total of its demand and time liabilities in India as on the last +riday of the second

preceding fortnight" as the *eserve Ban! of India 1*BI3 may specify from time to time.

A rate cut 1for instance" decrease in **3 results into lesser funds to be loc!ed up in *BI-s

vaults and further infuses greater funds into a system. ?oever" almost all the ban!s are

facing the problem of bad loans" burgeoning non7performing assets" thinning margins" etc. as

a result of hich" ban!s are little reluctant in granting loans to corporates.

As such" though in its monetary policy *BI announces rate cut but" such nes are no longer

armly greeted by the ban!ers.

0i.% 5ost o+ +!$s $!e to NPA/

Nuite often genuine borroers face the difficulties in raising funds from ban!s due to

mounting 'PAs. )ither the ban! is reluctant in providing the re9uisite funds to the genuine


34/73

borroers or if the funds are provided" they come at a very high cost to compensate the

lenders losses caused due to high level of 'PAs.

%herefore" 9uite often corporate prefer to raise funds through commercial papers 1Ps3

here the interest rate on or!ing capital charged by ban!s is higher.

;ith the enactment of the $ecuriti>ation and *econstruction of +inancial Assets and

)nforcement of $ecurity Interest Act" 4554" ban!s can issue notices to the defaulters to pay

up the dues and the borroers ill have to clear their dues ithin K5 days. (nce the

borroer receives a notice from the concerned ban! and the financial institution" the secured

assets mentioned in the notice cannot be sold or transferred ithout the consent of the

lenders.

%he main purpose of this notice is to inform the borroer that either the sum due to the ban!

or financial institution be paid by the borroer or else the former ill ta!e action by ay of

ta!ing over the possession of assets. Besides assets" ban!s can also ta!eover the management

of the company. %hus the ban!ers under the aforementioned Act ill have the much needed

authority to either sell the assets of the defaulting companies or change their management.

But the protection under the said Act only provides a partial solution. ;hat ban!s should

ensure is that they should move ith speed and charged ith momentum in disposing off the

assets. %his is because as uncertainty increases ith the passage of time" there is all

possibility that the recoverable value of asset also reduces and it cannot fetch good price. If

faced ith such a situation than the very purpose of getting protection under the

$ecuriti>ation Act" 4554 ould be defeated and the hope of seeing a must have groing

ban!ing sector can easily vanish.


35/73

No Per+or#i. Assets o+ Ne- Priate Se5tor Ba9sSe5tor -ise (31233124 $ata)

0DFC Ba9 Lt$

Se5tor A#o!t( i Crore) Per5eta.e to tota

Agriculture 44.HG F.84

$mall $cale Industries C8.CG F.4H

(thers C6.4K 48.HH

ICICI Ba9 Lt$&


Agriculture G.KG 4.5G

$mall $cale Industries FG.GH C.K5

(thers CF.5K 5.G8

I$!sI$ Ba9 Lt$


Agriculture CC5.F6 C.5K

$mall $cale Industries C4.84 .HC

(thers 4.H5 8.4F

Kota9 Ma%i$ra Ba9 Lt$



36/73

Agriculture F.4K H.C6

$mall $cale Industries 7 7

(thers CG.FK FH.8

A:is Ba9


Agriculture GK.6C CG.C6

$mall $cale Industries CF.H F.65

(thers 5.F5 5.5H

Re5oer #eas!res/

Broadly spea!ing" recovery measures could be classified into to categories" namely" legal

measures and non7legal measures.


37/73

Le.a Meas!res

2& De"t Re5oer Tri"!as(DRT)/

In the conte=t of recovery from 'PAs" D*% are assuming great importance since

efforts are on to set up more D*% during this year and also to strengthen them. %hough

the recovery through D*% is at present less than to per cent of the claim amount" ban!s

and +inancial institutions have to depend heavily on them. )fforts are on to amend the

recovery act to assign more poers to D*%s. More importantly" the borroers tendency to

challenge the verdict of the Appellate %ribunals in the ?igh court to see! natural7:ustice

needs to be chec!ed" (therise" early recovery efforts through D*%s ould be futile.

$econdly" training of presiding officers of %ribunals about the intricacies of ban!ing

practices is very essential. +urther" the numbers of recovery officers have to be enhanced in

every D*% for effective recovery. +inally" ban!s and +ls have to come forard to provide

liberal help to D*%s to e9uip them in terms of infrastructure" manpoer" etc.

3& Cor*orate De"t Restr!5t!ri. Bo$/

A need as felt to special agency to facilitate debt restructuring because there has

been some hesitancy on the part of Ban! and financial institution to implement *BI

guidelines on debt restructuring recently three7tire body" D* has been set up to coordinate

corporate debt ed D* consist of +orum

,roup and cell. ;hile the forum evolves broad policy guidelines" the group ta!es decisions

on the proposals recommended by the ell. Initially" the borroer approaches his 0ead

ban!+I ith a re9uest to restructure debt hich in turn puts up the proposal to the ell. %he

D* overs only multiple ban!ing accounts en:oying credit facilities e=ceeding *s.45crore.

ases of D*%" BI+* and illful defaults" doubtful and loss accounts and suit7filed cased are

outside the purvie of the D*. %hus standard and sub7standard accounts are only eligible


38/73

to see! D* shelter. Decisions of the group are based on the super ma:ority principle. If 6G

percent of the secured creditors agree to the rehabilitation plan" it is binding on the other

ban!s+is.

%he D* is a voluntary system based on debtor7 creditor agreement and inter7creditors

agreement. 'o ban!erborroer can ta!e recourse to any legal action during the stand7still

period of 857CH5 days. 0astly" D* ill observe the *BI ,uideline on Debt *estructuring

issued in March 455K. ;hile the arrangements under D* seem to be feasible from the debt

restructuring perspective" its success depends upon the cooperation e=tended by borroers

and ban!ers" on the one hand" and understanding among ban!s and +inancial institutions" on

the other. Doubts are raised about the implementation of these agreements ta!ing into the

present or!ing of the loan consortium arrangements.

4& Asset Re5ostr!5tio Cor*oratio&

It is proposed to set up A*s in the private sector to ta!e over 'PAs in the public sector

ban!s. %he *BI ill be the regulator of these A%s. %he A* ill buy 'PAs of the ban!s

and financial institutions at the pre7determined discounted value and issue 'PA redemption

bonds" hich carry a fi=ed return. A*s are e=pected to be managed by professionals to

effect ma=imum recovery of 'PA" hich ill help in redemption of bonds after some time.

%he +inance Ministry has finali>ed the draft Bill to set up A*s. %hough the proposed

scheme seems to be attractive" its success ill depend upon the efficiency of D*%s and

courts. +urther" if A* is going to depend on the staff deputed by ea! ban!s" its recovery

chances are doubtful.

& Co#*a Mer.ers&

Under the ompanies Act" C8GK" mergers are permitted. In C866" $ec 647A as inserted in

the Income %a= Act to offer ta= incentives to healthy companies hich ta!e over the sic!


39/73

companies and prepare revival plans. *esponse to this scheme formalities as per the

instructions of the ?igh ourt and Income %a= Department. %a= incentives are found to be

inade9uate to motivate healthy companies to come forard and ta!e advantage of the

scheme. *ecovery of ban! dues on company7mergers is not assured since hardly 6.H per cent

of sic! companies are successfully revived. )ncouraged by the success achieved in

company mergers in developed countries" a revie of the scheme under section 647A of I%

Act is called for.


40/73

No e.a #eas!res /

2& Re#i$er Sste#

%he cheapest mode of recovery is by sending reminders to the borroers before the

loan installment falls due. ,enerally" response to this arrangement particularly from honest

borroers is encouraging. But efforts need to be strengthened in ban!s in sending

reminders on timely basis.

3& ;isit to Borro-ers B!siess Pre#iseResi$e5e

%his is a more dependable measure of recovery. Eisits need to be properly planned.

Involvement of staff at all levels in the ban! branch is called for. osts involved in

recovery need to be !ept to the minimum. +re9uent visits are called for in case of hardcore

borroers. (ver the years" it is observed that the number and 9uality of visits are going

don. onse9uently" the recovery process is affected.

4& Re5oer Ca#*s

In respect of agricultural advances" recovery camps should be organi>ed during the

harvest season. %o ensure ma=imum advantage" recovery camps need to be properly

planned. It is also essential to ta!e the help of outsiders" particularly" revenue officers in

the state government" local panchayat officials" regional approach to give a ide publicity

of the recovery camps to be organi>ed in the local area" mobili>e as many farmers as

possible and motivate the staff to get involved in the recovery drive.


41/73

& Re*%rasi. U*ai$ Loa Ista#ets

In respect of small advances" ban!ers need to be system pathetic in respect of sincere

and hardor!ing borroers. If such borroers fail to pay loan installments due to natural

calamities or for some other convincing reasons" unpaid loan installments may be

replasedrescheduled. Ban!ers efforts need to be strengthened in the regard.

& Loa Co#*ro#ise

%his is the last resort of recovery. %his should be voluntary. It calls for a

professional approach in preparing the compromise proposal for hich each ban! is

e=pected to introduce a scheme. ommittee approach should be adopted to decide on the

loan compromise. Delays in ta!ing decisions should be avoided. *ecently" one %ime

$ettlement 1(%$3 scheme as introduced by the *BI. %he overall response to the scheme

as limited. ?ence" each ban! is e=pected to come out ith its on (%$ scheme. In

addition" training of operating staff is essential to change their mindset. +or effective

recovery" loan compromise should be ta!en up on priority basis.

6. A**oit#et o+ Pro+essioa A.e5ies +or Re5oer

*ecently" IBA has or!ed out certain guidelines for ban!s on matters concerning the

appointment of outside professional agencies hose services can be utili>ed to ascertain the

hereabouts of the borroers and enforcement of securities. %here is some hesitancy on

the part of public sector ban!s in engaging them for recovery purposes due to unpleasant

e=periences in certain cases. But during the post < E*$ scenario" it is suggested to see!

such outsourcing. %his should be done after e=amining the credentials of the professionals.

It is also essential to !eep a constant vigil on their practice.


42/73

AXIS BANK

INTRODUCTION

A=is Ban!" previously called U%I Ban!" as the first of the ne private ban!s to have begun

operations in C88" after the ,overnment of India alloed ne private ban!s to be

established. %he Ban! as promoted :ointly by the Administrator of the $pecified

Underta!ing of the Unit %rust of India 1U%I7I3" 0ife Insurance orporation of India 10I3"

,eneral Insurance orporation 0td." 'ational Insurance ompany 0td." %he 'e India

Assurance ompany" %he (riental Insurance orporation and United Insurance ompany

0td. U%I7I holds a special position in the Indian capital mar!ets and has promoted many

leading financial institutions in the country.

A=is Ban! 0imited is the third largest private sector ban! in India. It offers the entire

spectrum of financial services to customer segments covering 0arge and Mid7orporates"

M$M)" Agriculture and *etail Businesses. A=is Ban! has its head9uarters in Mumbai"

Maharashtra.

A=is Ban! began its operations in C88" after the ,overnment of Indiaalloed ne private

ban!s to be established. %he Ban! as promoted :ointly by the Administrator of the Unit

%rust of India1U%I7I3" 0ife Insurance orporation of India10I3" ,eneral Insurance

orporation 0td." 'ational Insurance ompany 0td."%he 'e India Assurance

ompany"%he (riental Insurance orporationand United India Insurance ompany. %he

Unit %rust of India holds a special position in the Indian capital mar!ets and has promoted

many leading financial institutions in the country. As on the year ended FCst March 45CF"

A=is Ban! had an operating revenue of CK"4C6 crores and a net profit of G"C68 crores.
http://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Unit_Trust_of_Indiahttp://en.wikipedia.org/wiki/Unit_Trust_of_Indiahttp://en.wikipedia.org/wiki/Unit_Trust_of_Indiahttp://en.wikipedia.org/wiki/Life_Insurance_Corporation_of_Indiahttp://en.wikipedia.org/wiki/Life_Insurance_Corporation_of_Indiahttp://en.wikipedia.org/wiki/New_India_Assurancehttp://en.wikipedia.org/wiki/New_India_Assurancehttp://en.wikipedia.org/wiki/New_India_Assurancehttp://en.wikipedia.org/w/index.php?title=Oriental_Insurance&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Oriental_Insurance&action=edit&redlink=1http://en.wikipedia.org/wiki/United_India_Insurance_Companyhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Unit_Trust_of_Indiahttp://en.wikipedia.org/wiki/Unit_Trust_of_Indiahttp://en.wikipedia.org/wiki/Life_Insurance_Corporation_of_Indiahttp://en.wikipedia.org/wiki/New_India_Assurancehttp://en.wikipedia.org/wiki/New_India_Assurancehttp://en.wikipedia.org/w/index.php?title=Oriental_Insurance&action=edit&redlink=1http://en.wikipedia.org/wiki/United_India_Insurance_Companyhttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Mumbai,_Maharashtra


43/73

A=is Ban! 1ersthile U%I Ban!3 opened its registered office in Ahmedabad and corporate

office in Mumbai in December C88F. %he first branch as inaugurated in April C88 in

Ahmedabad by Dr. Manmohan $ingh" then the ?onorable +inance Minister. %he Ban!" as on

FCst March 45CF" is capitalised to the e=tent of *est. K6.8G crores ith the public holding

1other than promoters and ,D*s3 at G.5H. 'e Oealand born *ichard handler ons

about 8.G share through (rient ,lobal.

(n Cth March 45CF an online maga>ine named obrapost.com released video footage

from (peration *ed $piderpurporting to sho a fe employees of several Indian ban!s

including A=is ban! apparently illing to help customers to avoid paying ta=es. After this"

%hegovernment of Indiaand *eserve Ban! of Indiahave ordered an in9uiry.

Net-or9/

%he Ban!-s *egistered (ffice is situated in Ahmedabad and its entral (ffice is located at

Mumbai. %he Ban! has an e=tensive netor! of 444G branches and e=tension counters 1as

on F5th $eptember 45CF3. %he Ban! has a netor! of CC68K A%Ms 1as on F5th $eptember

45CF3 A=is Ban! operates one of the orlds highest A%M sites at %hegu" $i!!im at a height

of 54F. metres 1CF"455 ft3 above sea level" and has the largest A%M netor! among

private ban!s in India.
http://en.wikipedia.org/wiki/Operation_Red_Spiderhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Operation_Red_Spiderhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_India


44/73

0istor o+ A:is Ba9 (UTI Ba9)

2@@47

%he Ban! as incorporated on Frd December and ertificate of business onCth

December. %he Ban! transacts ban!ing business of all description. U%I Ban! 0td.

as promoted by Unit %rust of India" 0ife Insurance orporation of India" ,eneral

Insurance orporation of India and its four subsidiaries.

%he ban! as the first private sector ban! to get a license under the ne guidelines

issued by the *BI.

2@@e of its balance sheet but by

the level of return on its assets. 'PAs do not generate interest income for the ban!s" but at

the same time ban!s are re9uired to ma!e provisions for such 'PAs from their current

profits.

'PAs have a deleterious effect on the return on assets in several ays 7

%hey erode current profits through provisioning re9uirements

%hey result in reduced interest income

%hey re9uire higher provisioning re9uirements affecting profits and accretion to

capital funds and capacity to increase good 9uality ris! assets in future" and

%hey limit recycling of funds" set in asset7liability mismatches" etc there is at times a

tendency among some of the ban!s to understate the level of 'PAs in order to

reduce the provisioning and boost up bottom lines. It ould only postpone the In the

conte=t of crippling effect on a ban!-s operations in all spheres" asset 9uality has been

placed as one of the most important parameters in the measurement of a ban!-s

performance under the AM)0$ supervisory rating system of *BI.


71/73

CONCLUSION

An attempt is made in this study to present a comprehensive picture of non7performing

advances of 'e Private ban!s in India" touching upon various 9uantitative and 9ualitative

trends in the post reform period" besides carrying out ith some policy and strategic

implications. Undoubtedly India is one of the fe countries here 'PA levels are very high

as there is an increase in the percentage of gross advances eroding their Profit by ma:or basic

points" after netting the provision.

'e Private Ban!s 'PA has come don i.e. less than C. ;hile compare to old Private

Ban!s hose 'PA is more than G. It may be because of the proportion of credit ris!

among the priority sector advances is double that of non7priority advances implying the

irrationality of 1administered3 price controls" hich still e=ists in some form. )=ternal factors

outeigh the internal factors contributing to this high accumulation of 'PAs. If the ban!s

have to survive in the competitive and increasingly globali>e mar!et conditions they should

be helped both by the *BI and the government in the form of faster recovery climate"

especially for the legal processes of enforcement of contracts.

%he 9uadrant analysis of credit ris! clearly identifies that G 'e Private ban!s are

comparatively performing ell hen compare to old selected P$Bs. It also offers scope for

mergers and ac9uisitions among the ban!s to be better prepared for high ris! credit

mar!eting in India. And also 9uadrant analysis helps to identify profitability position of 'e

Private Ban!s by using advances provided and 'on Performing Assets.

Unless 'e Private Ban!s adopt proper $trategy to prevent huge level of 'PAs" it go on

affecting Profitability of Ban!s.


72/73

A""reiatio !se$/

IBA# Indian Ban!ing Association

'PA# 'on Performing Assets

PBs# Private Ban!s

U%I Ban! 0td# Unit %rust of India Ban!

III Ban! 0td # Industrial redit and Investment orporation of India

?D+ Ban! 0td.# ?ousing Development +inance orporation Ban! 0td


73/73

Bibliograph

In)"an Ban."n+ Asso"at"on 9IBA B#llet"n 2012

;e*s"tes

! 5In)"an*an."n+asso"at"on5o!

! 5a"s*an.5o!

! 5Goo+le5o!

! htt$:''5r*"5or+5"n'sr"$ts'P#*l"at"ons14,2/
http://www.indianbankingassociation.com/http://www.utibank.com/http://www.google.com/http://www.rbi.org.in/scripts/PublicationsView.aspx?id=14629http://www.indianbankingassociation.com/http://www.utibank.com/http://www.google.com/http://www.rbi.org.in/scripts/PublicationsView.aspx?id=14629

Final Proj Report

Documents

Transcript of Final Proj Report