Liabilities Manatgementicici

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INTRODUCTION

Asset Liability Management(ALM) is a strategic approach of managing the balance sheet

dynamics in such a way that the net earnings are maximized. This approach is concerned with

management of net interest margin to ensure that its level and riskiness are compatible with the

risk return objectives of the .

If one has to define Asset and Liability management without going into detail about its

need and utility, it can be defined as simply management of money which carries value and

can change its shape very quickly and has an ability to come back to its original shape with or

without an additional growth. The art of proper management of healthy money is ASSET AND

LIABILITY MANAGEMENT (ALM).

The Liberalization measures initiated in the country resulted in revolutionary changes in

the ing sector. There was a shift in the policy approach of s from the traditionally administered

market regime to a free market driven regime. This has put pressure on the earning capacity of

co-operative s, which forced them to foray into new operational areas thereby exposing

themselves to new risks.

As major part of funds at the disposal of s come from outside sources, the management

are concerned aboutRISKarising out of shrinkage in the value of asset, and managing such risks

became critically important to them. Although co-operative s are able to mobilize deposits, major

portions of it are high cost fixed deposits. Maturities of these fixed deposits were not properly

matched with the maturities of assets created out of them. The tool called ASSET AND

LIABILITY MANAGEMENTprovides a better solution for this.

ASSET LIABILITY MANAGEMENT (ALM) is a portfolio management of assets and

liability of an organization. This is a method of matching various assets with liabilities on the

basis of expected rates of return and expected maturity patter

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In the context of s, ALM is defined as a process of adjusting s liability to meet

loan demands, liquidity needs and safety requirements. This will result in optimum value of the

, at the same time reducing the risks faced by them and managing the different types of risks by

keeping it within acceptable levels.

OBJECTIVES OF THE STUDY

o To study the concept of ASSET & LIABLITY MANAGEMENT in ICICI

o To study process of CASH INFIOWS and OUTFLOWS in ICICI

o To study RISK MANAGEMENT underICICI

o To study RESERVES CYCLE of ALM under ICICI

o To study FUNCTIONS AND OBJECTIVES ofALM committee.


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NEED OF THE STUDY:

The need of the study is to concentrates on the growth and performance of ICICI and to

calculate the growth and performance by using asset and liability management. And to know the

management of non performing assets.

To know financial position of ICICI

To analyze existing situation of ICICI

To improve the performance of ICICI

To analyze competition between ICICI with other cooperative s.

SCOPE OF THE STUDY:

In this study the analysis based on ratios to know asset and liabilities

management uder ICICIAnd to analyse the growth and performace of ICICI byusing the calculations under asset and liability management based on ratio.

Ratio analysis

Comperartive statement

Common size balance sheet.

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METHODOLOGY OF THE STUDY

The study of ALM Management is based on two factors.

1. Primary data collection.

2. Secondary data collection

PRIMARY DATA COLLECTION:

The sources of primary data were

The chief manager ALM cell

Department Sr. manager financing & Accounting

System manager- ALM cell

Gathering the information from other managers and other officials of the

SECONDARY DATA COLLECTION:

Collected from books regarding ing, journal, and management containing relevant

information about ALM and Other main sources were

Annual report of the ICICI

Published report of the

RBI guidelines forALM.


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LIMITATION OF THE STUDY:

1. This subject is based on past data of ICICI

2. The analysis is based on structural liquidity statement and gap analysis.

3. The study is mainly based on secondary data.

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ASSET LIABILITY MANAGEMENT (ALM) SYSTEM :

Introduction:

In the normal course, the s are exposed to credit and market risks in view of the asset

liability transformation. With the liberalization in the

Indian financial markets over the last few years and growing integration of domestic

markets and with external markets the risks associated with s operations have become complex,

large, requiring stragic management. s are now operating in a fairly deregulated environment and

are required to determine on their own, interest rates on deposits and advance in both domestic

and foreign currencies on a dynamic basis. The interest rates on s investments in government and

other securities are also now market related. Intense competition for business involving both the

assets and liabilities, together with increasing volatility in the domestic interest rates, has brought

pressure on the management of s to maintain a good balance among spreads, profitability and

long-term viability. Impudent liquidity management can put s earnings an reputation at great

risk. These pressures call for structured and comprehensive measuresand not just adahoc action.

The management of s has to base their business decisions on a dynamic and integrated risk

management system and process, driven by corporate strategy. s are exposed to several major

risks in course of their business-credit risk, interest rate and operational risk therefore important

than s introduce effective risk management systems that address the issues related to interest rate,

currency and liquidity risks.

s need to address these risks in a structured manner by upgrading their risk management

and adopting more comprehensive Asset-Liability management (ALM) practices than has been

done hitherto. ALM among other functions, is also concerned with risk management and

provides a comprehensive and dynamic framework for measuring, monitoring and managing

liquidity interest rate, foreign exchange and equity and commodity price risk of a that needs to


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be closely integrated with the s business strategy. It involves assement of various types of risks

altering the asset liability portfolio in a dynamic way in order to manage risks.

The initial focus of the ALM function would be to enforce the risk management

discipline, viz., managing business after assessing the risks involved.

In addition, the managing the spread and riskiness, the ALM function is more

appropriately viewed as an integrated approach which requires simultaneous decisions about

asset/liability mix and maturity structure.

RISK MANAGEMENT IN ALM

Risk management is a dynamic process, which needs constant focus and attention. The

idea of risk management is a well-known investment principle that the largest potential returns

are associated with the riskiest ventures. There can be no single prescription for all times,

decisions have to be reversed at short notice. Risk, which is often used to mean uncertainty,

creates both opportunities and problems for business and individuals in nearly every walk of life.

Risk sometimes is consciously analyzed and managed; other times risk is simply ignored,

perhaps out of lack of knowledge of its consequences. If loss regarding risk is certain to occur, it

may be planned for in advance and treated as to definite, known expense. Businesses and

individuals may try to avoid risk of loss as much as possible or reduce its negative consequences.

Several types of risks that affect individuals and businesses were introduced, together

with ways to measure the amount of risk. The process used to systematically manage risk

exposure is known as RISK MANAGEMENT. Whether the concern is with a business or an

individual situation, the same general steps can be used to systematically analyze and deal with

risk.

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STEPS IN RISK MANAGEMENT:

Risk identification

Risk evaluation

Risk management technique

Risk measurement

Risk review decisions

Integrated or enterprise risk management is an emerging view that recognizes the importance

of risk, regardless of its source, in affecting a firms ability to realize its strategic objectives. The

detailed risk management process is as follows;

Risk identification:

The first step in the risk management process is to identify relevant exposures to risk.

This step is important not only for traditional risk management, which focuses on uncertainty of

risks, but also for enterprise risk management, where much of the focus is on identifying the

firms exposures from a variety of sources, including operational, financial, and strategic

activities.

Risk evaluation:

For each source of risk that is identified, an evaluation should be performed. At

this stage, uncertainty of risks can be categorized as to how often associated losses are

likely to occur. In addition to this evaluation of loss frequency, an analysis of the size, or

severity, of the loss is helpful. Consideration should be given both to the most probable

size of any losses that may occur and to the maximum possible losses that might happen.

Risk management techniques:

The results of the analyses in second step are used as the basis for decisions regarding

ways to handle existing risks. In some situations, the best plan may be to do nothing. In other


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cases, sophisticated ways to finance potential losses may be arranged. The available techniques

for managing risks are GAP Analysis, VAR Analysis, Heinrich Domino theory etc., with

consideration of when each technique is appropriate.

Risk measurement:

Once risk sources have been identified it is often helpful to measure the extent of the risk

that exists. As pert of the overall risk evaluation, in some situations it may be possible to

measure the degree of risk in a meaningful way. In other cases, especially those involving

individuals computation of the degree of risk may not yield helpful information.

Risk review decisions:

Following a decision about the optimal methods for handling identified risks, the

business or individual must implement the techniques selected. However, risk management

should be an ongoing process in which prior decisions are reviewed regularly. Sometimes new

risk exposures arise or significant changes in expected loss frequency or severity occur. The

dynamic nature of many risks requires a continual scrutiny of past analysis and decisions.

DIMENSIONS OF RISK

Specifically two broad categories of risk are the basis for classifying financial services risk.

1) Product market Risk.

2) Capital market Risk.

Economists have long classified management problems as relating to either The

Product Markets Risks or The Capital Markets Risks.

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TOTAL FINANCIAL SERVICES FIRMS RISK.

Total Risk

(Responsibility of CEO)

Business Risk Financial Risk

Product Market Risk Capital Market Risk

(Responsibility of the (Responsibility of the

Chief Operating Officer) Chief Financial Officer)

Credit Interest rate

Strategic Liquidity

Regulatory currency

Operating Settlement

Human resources Basis

Legal


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(I).PRODUCT MARKET RISK:

This risk decision relate to the operating revenues and expenses of the form that impact the

operating position of the profit and loss statements which include crisis, marketing, operating

systems, labor cost, technology, channels of distributions at strategic focus. Product Risks relate

to variations in the operating cash flows of the firm, which effect Capital Market, required Rates

Of Return;.

1) CREDIT

RISK

2)

STRATEGIC RISK

3) COMMODITY RISK

4) OPERATIVE RISK

5) HUMAN RESOURCES RISK

6) LEGAL RISK

Risk in Product Market relate to the operational and strategic aspects of managing operating

revenues and expenses. The above types of Product Risks are explained as follows.

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1. CREDIT RISK:

The most basic of all Product Market Risk in a or other financial intermediary is the erosion

of value due to simple default or non-payment by the borrower. Credit risk has been around for

centuries and is thought by many to be the dominant financial services today. s intermediate the

risk appetite of lenders and essential risk ness of borrowers. s manage this risk by ; (A) making

intelligent lending decisions so that expected risk of borrowers is both accurately assessed and

priced; (B) Diversifying across borrowers so that credit losses are not concentrated in time; (C)

purchasing third party guarantees so that default risk is entirely or partially shifted away from

lenders.

(2). STRATEGIC RISK:

This is the risk that entire lines of business may succumb to competition or obsolescence. In

the language of strategic planner, commercial paperis a substitute product for large corporate

loans. Strategic risk occurs when a is not ready or able to compete in a newly developing line of

business. Early entrants enjoyed a unique advantage over newer entrants. The seemingly

conservative act of waiting for the market to develop posed a risk in itself. Business risk accrues

from jumping into lines of business but also from staying out too long.

(3). COMMODITY RISK:

Commodity prices affect s and other lenders in complex and often unpredictable ways. The

macro effect of energy price increases on inflation also contributed to a rise in interest rates,

which adversely affected the value of many fixed rate financial assets. The subsequent crash in

oil prices sent the process in reverse with nearly equally devastating effects.


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(4). OPERATING RISK:

Machine-based system offer essential competitive advantage in reducing costs and

improving quality while expanding service and speed. No element of management process has

more potential for surprise than systems malfunctions. Complex, machine-based systems

produce what is known as the black box effect. The inner working of system can become

opaque to their users. Because developers do not use the system and users often have not

constitutes a significant Product Market Risk. No financial service firm can small management

challenge in the modern financial services company.

(5). HUMAN RESOURCES RISK:

Few risks are more complex and difficult to measure than those of personnel policy; they are

Recruitment, Training, Motivation and Retention. Risk to the value of the Non-Financial Assets

as represented by the work force represents a much more subtle of risk. Concurrent with the loss

of key personal is the risk of inadequate or misplaced motivation among management personal.

This human redundancy is conceptually equivalent to safety redundancy in operating systems. It

is not inexpensive, but it may well be cheaper than the risk of loss. The risk and rewards of

increased attention to the human resources dimension of management are immense.

(6). LEGAL RISK:

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This is the risk that the legal system will expropriate value from the shareholders of financial

services firms. The legal landscape today is full of risks that were simply unimaginable even a

few years ago. More over these risks are very hard to anticipate because they are often unrelated

to prior events which are difficult and impossible to designate but the management of a financial

services firm today must have these risks at least in view. They can cost millions.

(II). CAPITAL MARKET RISK:

In the Capital Market Risk decision relate to the financing and financial support of Product

Market activities. The result of product market decisions must be compared to the required rate

of return that results from capital market decision to determine if management is creating value.

Capital market decisions affect the risk tolerance of product market decisions related to

variations in value associated with different financial instruments and required rate of return in

the economy.

1. LIQUIDITY RISK

2. INTEREST RATE RISK

3. CURRENCY RISK

4. SETTLEMENT RISK

5. BASIS RISK

1. LIQUIDITY RISK:

For experienced financial services professionals, the foremost capital market risk is that of


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inadequate liquidity to meet financial obligations. The obvious form is an inability to pay desired

withdrawals. Depositors react desperately to the mere prospect of this situation.

They can drive a financial intermediary to collapse by withdrawing funds at a rate that

exceeds its capacity to pay. For most of this century, individual depositors who lost faith in s

ability to repay them caused failures from liquidity. Funds are deposited primarily as afinancial

of rate. Such funds are called purchased money orheadset funds as they are frequently

bought by employees who work on the money desk quoting rates to institutions that shop for the

highest return. To check liquidity risk, firms must keep the maturity profile of the liabilities

compatible with that of the assets. This balance must be close enough that a reasonable shift in

interest rates across the yield curve does not threaten the safety and soundness of the entire firm.

2. INTEREST RATE RISK:

In extreme conditions, Interest Rate fluctuations can create a liquidity crisis. The fluctuation

in the prices of financial assets due to changes in interest rates can be large enough to make

default risk a major threat to a financial services firms viability. Theres a function of both the

magnitude of change in the rate and the maturity of the asset. This inadequacy of assessment and

consequent mispricing of assets, combined with an accounting system that did not record

unrecognized gains and losses in asset values, created a financial crisis. Risk based capital rules

pertaining to s have done little to mitigate the interest rate risk management problem. The

decision to pass it of, however is not without large cost, so the cost benefit tradeoff becomes

complex.

3. CURRENCY RISK:

The risk of exchange rate volatility can be described as a form of basis risk among

currencies instead of basis risk among interest rates on different securities. Balance sheets

comprised of numerous separate currencies contain large camouflaged risks through financial

reporting systems that do not require assets to be marked to market. Exchange rate risk affects

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both the Product Markets and The Capital Markets. Ways to contain currency risk have

developed in todays derivative market through the use of swaps and forward contracts. Thus,

this risk is manageable only after the most sophisticated and modern risk management technique

is employed

4. SETTLEMENT RISK:

Settlement Risk is a particular form of default risk, which involves the s competitors.

Amounts settle obligations having to do with money transfer, check clearing, loan disbursement

and repayment, and all other inter- transfers within the worldwide monetary system. A single

payment is made at the end of the day instead of multiple payments for individual transactions.

5. BASIS RISK :

Basis risk is a variation on the interest rate risk theme, yet it creates risks that are less easy to

observe and understand. To guard against interest rate risk, somewhat non comparable securities

may be used as a hedge. However, the success of this hedging depends on a steady and

predictable relationship between the two no identical securities. Basis can negate the hedge

partially or entirely, which vastly increases the Capital Market Risk exposure of the firm.


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Banking in IndiaBanking in India originated in the last decades of the 18th century. The oldest bank in existence

in India is the State Bank of India, a government-owned bank that traces its origins back to June

1806 and that is the largest commercial bank in the country. Central banking is the responsibility

of the Reserve Bank of India, which in 1935 formally took over these responsibilities from the

then Imperial Bank of India, relegating it to commercial banking functions. After India's

independence in 1947, the Reserve Bank was nationalized and given broader powers. In 1969 the

government nationalized the 14 largest commercial banks; the government nationalized the six

next largest in 1980.

Currently, India has 96 scheduled commercial banks (SCBs) - 27 public sector banks (that is

with the Government of India holding a stake), 31 private banks (these do not have government

stake; they may be publicly listed and traded on stock exchanges) and 38 foreign banks. They

have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by

ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets of the

banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively

Early history

Banking in India originated in the last decades of the 18th century. The first banks were The

General Bank of India which started in 1786, and the Bank of Hindustan, both of which are now

defunct. The oldest bank in existence in India is the State Bank of India, which originated in the

Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal. This was

one of the three presidency banks, the other two being theBank of Bombay and theBank of

Madras, all three of which were established under charters from the British East India Company.

For many years the Presidency banks acted as quasi-central banks, as did their successors. The

three banks merged in 1921 to form theImperial Bank of India, which, upon India's
http://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Automated_teller_machinehttp://en.wikipedia.org/wiki/Automated_teller_machinehttp://en.wikipedia.org/wiki/Bank_of_Bengalhttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Automated_teller_machinehttp://en.wikipedia.org/wiki/Bank_of_Bengalhttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_India


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independence, became the State Bank of India.

Indian merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a

consequence of the economic crisis of 1848-49. TheAllahabad Bank, established in 1865 andstill functioning today, is the oldest Joint Stock bank in India. It was not the first though. That

honor belongs to the Bank of Upper India, which was established in 1863, and which survived

until 1913, when it failed, with some of its assets and liabilities being transferred to theAlliance

Bank of Simla.

When the American Civil Warstopped the supply of cotton toLancashirefrom the Confederate

States, promoters opened banks to finance trading in Indian cotton. With large exposure to

speculative ventures, most of the banks opened in India during that period failed. The depositorslost money and lost interest in keeping deposits with banks. Subsequently, banking in India

remained the exclusive domain of Europeans for next several decades until the beginning of the

20th century.

Foreign banks too started to arrive, particularly inCalcutta, in the 1860s. The Comptoire

d'Escompte de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862;

branches in Madras andPondichery, then a French colony, followed. HSBC established itself in

Bengal in 1869. Calcutta was the most active trading port in India, mainly due to the trade of the

British Empire, and so became a banking center.

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