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A REPORT ON

ORGANIZATIONAL STUDY AT
BANK OF INDIA
Submitted in partial fulfillment of the
requirements of
The M.B.A Degree Course of Bangalore University

Submitted By
RAKESH KUMAR
(REGD.NO:05XQCM6071)
Under the Guidance and Supervision of
PROF. S. RAMGOPAL
(Internal guide)

Mr. L.N.JHA
(External guide)
(Senior Manager, Bank of India)

M.P.BIRLA INSTITUTE OF MANAGEMENT


Associate Bharatiya Vidya Bhavan
# 43, Race Course Road, Bangalore-560001
2005-2007

M P BIRLA INSTITUTE OF MANAGEMENT


DECLARATION

I hereby declare that this report titled ORGANIZATIONAL STUDY at


BANK OF INDIA; MUZAFFARPUR is a record of independent work carried
out by me, towards the partial fulfillment of requirements for MBA course of
Bangalore University at M. P. Birla Institute of Management. This has not
been submitted in part or full towards any other degree.

PLACE: Bangalore
DATE: RAKESH KUMAR

M P BIRLA INSTITUTE OF MANAGEMENT


PRINCIPAL’S CERTIFICATE

This to certify that this report titled ORGANIZATIONAL STUDY


at BANK OF INDIA, ZONAL OFFICE, MUZAFFARPUR has been
prepared by RAKESH KUMAR bearing the Reg. No. 05XQCM 6071 under
the guidance and supervision of PROF. S. RAMGOPAL, Professor, MPBIM,
Bangalore.

Place: Bangalore Principal


Date:
(Dr. N. S. Malavalli)

M P BIRLA INSTITUTE OF MANAGEMENT


GUIDE’S CERTIFICATE

This is to certify that the internship Project Report entitled


ORGANIZATIONAL STUDY AT BANK OF INDIA ZONAL OFFICE
MUZAFFARPUR, done by RAKESH KUMAR bearing Registration
No.05XQCM6071 is a bonafide work done carried under my guidance during the
academic year 2006-07 in a partial fulfillment of the requirement for the award of
MBA degree by Bangalore University. To the best of my knowledge this report
has not formed the basis for the award of any other degree.

PLACE: Bangalore
DATE:
PROF. S. RAMGOPAL

M P BIRLA INSTITUTE OF MANAGEMENT


ACKNOWLEDGEMENTS

I thank Dr. N. S. MALAVALLI, Principal, M. P. Birla Institute of


Management, Bangalore, who has given his valuable support during my
internship project.

I am extremely thankful to PROF. S. RAMGOPAL, Professor,


M. P. Birla Institute of Management, Bangalore, who has guided me to do
this project by giving valuable suggestions and advice.

I profusely thank Mr. L. N. JHA, Senior Manager (Cr.) of Bank


of India for all the support and guidance extended for this project.

I equally thank all the Employees and Executives of BANK of


India, Zonal Office Muzaffarpur who helped me learn about the company.

Finally, I express my sincere gratitude to my family and friends


who helped me to do this project.

RAKESH KUMAR

M P BIRLA INSTITUTE OF MANAGEMENT


EXECUTIVE SUMMARY

As a part of the course curriculum of degree of Master of Business


Administration at Bangalore University I am required to undertake an internship
work in an organization between second and third semester. Internship training
enables me to know the realities of the business and application of theoretical
knowledge in practicality. In fact the purpose of this training is to create the
Managers with greater adaptability and who can provide creative solution to the
organization they work with, so it helps the student to become a complete
manager for the industry.
This internship report is an effort of mine for the fulfillment of the same.
Being a finance student, I have opted BANK OF INDIA, MUZAFFARPUR for
my Internship Training. Reason for selecting this organization is to know more
about the Strategy, Structure and Systems of the bank.
BANK OF INDIA is a reputed PUBLIC SECTOR BANK in India. It is
one of the fastest growing banks. It has a leading presence in India. BANK OF
INDIA has, over the years, acquired a strong reputation in the field of banking,
and gives the bank an edge. The bank has a number of products and services with
global regulatory requirements which enables the customer to do transactions any
where in the world. This has helped them to carve a niche in the world market. I
feel it was a great opportunity for me to work with this institution and being a part
of the bank; I carried out the study on the strategy, structure and systems of
banking business and understood how BANK OF INDIA business has performed
till now in all aspects.
Finally it was a nice experience during my entire training duration with
SBM and I think my effort in preparation of report is satisfactory to the required
extent.

M P BIRLA INSTITUTE OF MANAGEMENT


INDEX
S. No. Topic Pg No.

1 Introduction 08

2 Bank of India Profile 13

3 Financial Performance 28

4 Microscopic Study of NPA 34

5 SWOT Analysis 48

6 Bibliography & Annexure 51

M P BIRLA INSTITUTE OF MANAGEMENT


CHAPTER 1

INTRODUCTION

M P BIRLA INSTITUTE OF MANAGEMENT


INTRODUCTION:
‘OLD WINE IN NEW BOTTLE’ IS A WELL-KNOWN ADAGE’. As we
all know that anything new to the world would be either alteration of existing
product or value added to the old product. The same principles apply to business.
Business always involves money either directly or indirectly. Money is the only
thing that can talk the same language globally.
In these days financial constraints changing business conditions and
innovative technology managing business efficiently is of utmost importance.
Every management has to think of new ways and means for smooth operations of
the business.

OBJECTIVE OF THE STUDY:


The study conducted at BANK OF INDIA, MUZAFFARPUR ZONE was done
to get an insight about how work is done and to learn the key aspects of
management. This study was conducted to get a practical feel of the working of
the bank.

METHODOLOGY:
This report is prepared with the help of both primary data and secondary data. The
primary data is collected by interviewing the concerned persons of the bank. The
data was collected from these persons by having discussions with them and asking
them questions related to the bank and its functioning. Information was collected
from them regarding their policies, problems and techniques adopted. The
secondary data is collected in the form of Annual Report of the bank and other
records, documents and journals of the bank.

M P BIRLA INSTITUTE OF MANAGEMENT


HISTORY:

Bank of India was founded on 7th September, 1906 by a group of eminent


businessmen from Mumbai. The Bank was under private ownership and control
till July 1969 when it was nationalized along with 13 other banks.

Beginning with one office in Mumbai, with a paid-up capital of Rs.50 lakhs and
50 employees, the Bank has made a rapid growth over the years and blossomed
into a mighty institution with a strong national presence and sizable
international operations. In business volume, the Bank occupies a premier
position among the nationalized banks.

The Bank has 2628 branches in India spread over all states/ union territories
including 93 specialized branches. These branches are controlled through 48
Zonal Offices. There are 24 branches/ offices (including three representative
offices) abroad.

The Bank came out with its maiden public issue in 1997. Total number of
shareholders as on 31/03/2006 is 2, 38,708.

While firmly adhering to a policy of prudence and caution, the Bank has been in
the forefront of introducing various innovative services and systems. Business
has been conducted with the successful blend of traditional values and ethics and
the most modern infrastructure. The Bank has been the first among the
nationalized banks to establish a fully computerized branch and ATM facility at
the Mahalaxmi Branch at Mumbai way back in 1989. The Bank is also a Founder
Member of SWIFT in India. It pioneered the introduction of the Health Code
System in 1982, for evaluating/ rating its credit portfolio.

M P BIRLA INSTITUTE OF MANAGEMENT


The Bank's association with the capital market goes back to 1921 when it entered
into an agreement with the Bombay Stock Exchange (BSE) to manage the BSE
Clearing House. It is an association that has blossomed into a joint venture with
BSE, called the BOI Shareholding Ltd. to extend depository services to the stock
broking community. Bank of India was the first Indian Bank to open a branch
outside the country, at London, in 1946, and also the first to open a branch in
Europe, Paris in 1974. The Bank has sizable presence abroad, with a network of
23 branches (including three representative offices) at key banking and financial
centers viz. London, Newyork, Paris, Tokyo, Hong-Kong, and Singapore. The
international business accounts for around 20.10% of Bank's total business.

The Bank has a strong position in financing foreign trade. Over 270 branches
provide export credit. The expertise in this area has enabled the Bank to achieve
a leading position in providing export credit in certain areas like diamond
export.

The Bank has identified specialized target groups to develop core advantage for
future growth. The Bank, as on March 2003, had 93 specialized branches
comprising Corporate Banking Branches to undertake very large credit business,
Overseas Branches specializing in Foreign Exchange Business, NRI Branches
which specially cater to the requirements of Non-Resident Indians, Capital
Market Branches which undertake all activities relating to capital market such as
collection of applications, processing of refund orders, Merchant Banking etc.
Commercial & Personal Banking Branches cater to the requirements of high net
worth customers. Apart from this, the Bank also has specialized Branches for
Asset Recovery, Small Scale Industries, Hi-tech Agriculture Finance, Lease
Finance and Treasury.

M P BIRLA INSTITUTE OF MANAGEMENT


To effectively meet the ever-growing challenges and competition, the Bank has
made a good head-way in bringing about technological upgradation. MIS and
critical functions of controlling offices have been computerized. At present, the
operations at about 2433 branches are totally computerized. 180 branches operate
in partially-computerized mode besides these 833 branches and 30 extension
counters are migrated to Core Banking Solution. New facilities such as,
Telebanking, ATM & Signature Retrieval Systems have been introduced in a
progressing manner to add value to services. Telebanking facilities with Fax on
Demand facility, Remote Access Terminals for Corporate Customers are now
available at many branches. The Bank has installed ATMs in Mumbai and other
centre in the country. The Bank is a member of the RBI's VSAT Network and has
installed 39 VSATs linking strategic branches/offices. The Bank is making a
paradigm shift from branch automation to bank automation and is in the process
of implementing a Multi-Branch Banking Project that facilitates City-wise
Connectivity of Computerized Branches. As on September 2003 the connectivity
has been done in 200 cities/ towns. The Bank is in the process of installing
BOINET, a Wide Area Network for providing a inter- and intra-city connectivity,
as a part of enhancing its decision support system.

The Bank's corporate personality and philosophy are fully reflected in the
emblem, which is a five-pronged Star -- a harmonious blend of traditional and
the functional. The elongated prong pointing upwards conveys the Bank's drive
to achieve ascending goals. The Star is a beacon and guide to those in need of
direction.

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Chapter 2
BANK OF INDIA
PROFILE

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BOARD OF DIRECTORS

Shri M. Balachandran Shri K R Kamath


Chairman & Managing Director Executive Director

Shri Amitabh Verma Shri A. K. Khound Shri Deepak P.Patil Shri V.Eswaran

Dr.(Smt.) Prabha K. Taviad Dr. Shantaben Chavda Dr. Kaujalgi Vasant

Shri Madhavan Nair Gopinath Dr. Pamidi Kotaiah Shri. Tarun Sheth

M P BIRLA INSTITUTE OF MANAGEMENT


BOI EMBLEM:

The BOI emblem epitomizes the corporate personality & basic possibility of the
bank. In conception & design, it is harmonious blend of the traditional & the
functional.

Within the central circle lies the banks seal- a symbolic & stylized representation
of MOTHER INDIA signifying BOI’s continuing consciousness of the legacy of
the national past.

The 5 prongs of the star represent the Banks pragmatic aspect- banking service
extending over 5 continents. The single elongated point, yearning upwards,
conveys BOI’s unceasing endeavor to achieve ever-ascending goals.

The star has yet another aspect. It is a beacon & guide to those in need of direction. It
symbolizes the Bank’s perpetual readiness to assist anyone, common man & business
man alike, in steering a course through the contemporary maze of monetary affairs.

Last of all, the star has astrological significance: it is a determinant of times to come.
BOI sees this as a commitment to ensuring that the corporate emblem shines as a
harbinger of a bright future for all.

M P BIRLA INSTITUTE OF MANAGEMENT


BOI SLOGAN:
“The Bank that cares……”

BOI VISION:
 To become the Bank of choice for corporate, medium business & upmarket retail
customers.

 To provide cost effective developmental banking for small business, mass market
& rural market.

BOI MISSION:
To provide superior, proactive banking service to niche market globally, while
providing cost-effective responsive service to others in our role as a development
Bank & in so doing meet the requirements of our stakeholders.

VIGILANCE DEPT. VISION:


To continuously strive to bring high level of systems integrity & transparency in all
spheres of our activities & shall remain vigilant & work towards the growth &
reputation of our organization.

VIGILANCE DEPT. MISSION:


To inculcate a sense of alertness & awareness & widespread compliance with
systems & procedures in daily function & provide value based service to our
customers & act without fear or favour.

Chief Vigilance Officer: - Shri Ashok Nayar

M P BIRLA INSTITUTE OF MANAGEMENT


MAIN OBJECTS OF THE BANK:
The main objects of the bank, as set out in its Memorandum of Association are as
follows:

a) To establish and carry on the business of the bank where of the head office
or place of business shall be with such branches or agencies as may from time
to time be determined upon.

b) To carry on the business of banking in all its branches and departments


including the borrowing or raising or taking up of money, the discounting,
buying and selling of and dealing in Government securities, bills of exchange,
hundies, promissory notes and other negotiable and transferable instruments
and securities, the granting and issuing of letter of credit and circular notes,
buying and selling of and dealings in bullion such as gold, silver etc, the
negotiating of loans and advances, the receiving of money and valuables on
deposits, or for safe custody or otherwise the lending or advancing of money
on promotes, on the security of jewels, government securities, port trust
bonds, Municipal debenture, shares or debenture of any other companies,
insurance policies or other valuable securities, or merchandise or any other
movable property and also on the security on immovable property, by deposit
of title deeds or otherwise the collecting and transmitting of money and
securities and the transacting of all kinds of agency business, commonly
transacted by bankers.

c) To take or acquire the whole or any part of any business similar to that of this
bank or any business which this bank is authorized to carry on and such other
business which is capable of being conducted to the benefit directly or
indirectly of this bank.

M P BIRLA INSTITUTE OF MANAGEMENT


d) To purchase or otherwise acquire any sites with or without building thereon,
erect or construct buildings and repair and improve them for the purpose of
investment or otherwise as may be determined upon.

e) Generally to purchase, take on lease or in exchange, higher or otherwise


acquire any immovable or movable property and may rights or privileges
which the bank may think necessary or convenient with reference to any of
the objects for which the bank is established or acquisition of which may seem
calculated to facilitate to the realization of any securities held by the bank or
to prevent or diminish any apprehended loss or liability.

f) To take shares or otherwise acquire shares in banking companies or in the joint


stock business companies or guaranteed corporations at the discretion of the
directors.

g) To encourage, assist and finance any and every description of financial,


commercial mercantile, industrial manufacturing and directors.

h) To take or concur in the taking up of all such steps and proceedings as may see
best calculated to uphold and support the credit of the bank.

i) To establish and support or aid in the establishment and support of


associations, institutions, funds, trust and conveniences calculated to benefit
employees or ex-employees of the bank, or the dependents the connections of
such persons, to grant pensions and allowances and to0 make payment
towards insurance and set apart and appropriate from the annual net profits,
towards the general, mental.

M P BIRLA INSTITUTE OF MANAGEMENT


j) To sell and dispose of the entire undertaking of the bank but not part of it only
for such considerations as the bank may think fit either for cash or shares,
debentures or securities of any other company having objects altogether or in
part similar to those of this bank.

k) To, sell, manage develop exchange lease mortgage, dispose off, turn to
account, or otherwise deal with all or any part of the property and rights of the
bank.

l) To do all or any of the above things as principles, agents, contractors trustees


or otherwise and by or through trustees, agents or other wise.

m) To do all such other things as are incidental or conducive to the attainment of


the above objects.

n) To engage in all or any one or more of the forms of business enumerated in


section 6(1) of the Banking Regulations Act, 1949.

o) To open establish maintain and operate currency chests and small coins depots
on such terms and conditions as may be required by the reserve bank of India
established under the reserve bank of India act, 1934 and enter into all
administrative or other arrangements for undertakings with the RBI

M P BIRLA INSTITUTE OF MANAGEMENT


TRADITION:
Social service
Serving to grow, growing to serve
Excellence in service
Commitment to the society
Helping the needy
Helping the cause of education and improving quality of life
Commitment to the institution- sacrifice, loyalty and belonging
ORGANISATIONAL VALUES:
Family culture
Commitment
Customer orientation
Open culture
Versatility
Community perception
Spirit of accepting challenges
Concern for performance
Consistency
CULTURE:
Accessibility to every one
Practice of work culture with a family concept
Oneness in striving to reach the goals
Tolerance to dissent
Receptivity to creativity, innovations,
New ideas
Opportunities for experimentation
Willingness to accept changes and new responsibilities

M P BIRLA INSTITUTE OF MANAGEMENT


SERVICES & LOAN SCHEMES:
DEPOSITS
 Savings Bank Account
 Saving Plus
 Super Saving Plus
 Diamond Saving a/c
 Current Account
 Current Plus
 Super Current Plus
o CD Gold
o CD Diamond
o CD Diamond Plus
 Term Deposits- Fixed Deposits
 Recurring Deposit
 Double Benefit Deposit
 MIC / QIC
 Shatabdi Jama Yojana
 Floating Deposit Scheme
LOANS AND ADVANCES:
 STAR MORTGAGE LOAN
 STAR PERSONAL LOAN
 STAR AUTOFIN LOAN
 STAR HOLIDAY LOAN
 STAR EDUCATION LOAN
 STAR IPO
 STAR CHANNEL CREDIT
 STAR GOLD LOANS

M P BIRLA INSTITUTE OF MANAGEMENT


CARD SERVICES:
 EXPORTER’S GOLD CARD
 LAGHU UDYAMI TRADE CARD
 KISAN SAMADHAN CARD
 SHATABDI KRISHI VIKASH CARD
 KISAN CREDIT CARD
 STAR MITHILA CREDIT CARD
CREDIT CARDS:
 INDIA CARD
 TAJ CARD
 VISA GOLD CARD
 VISA GOLD CARD INTERNATIONAL
INSURANCE:
Tie up with
 ICICI PRUDENTIAL for Life Insurance
 NIC for General insurance
MUTUAL FUND:
Tie up with
 HDFC
 KOTAK
 UTI
NRI Services:
Deposits –
 NRE (Non Resident External Rupee A/c)
 NRO (Non Resident ordinary A/c)
 FENR (Foreign Currency Non Resident Accounts – Banks)
 RFC (Resident Foreign currency)

M P BIRLA INSTITUTE OF MANAGEMENT


IMPORTANT MILESTONES

1906 Established in the spirit of Swadeshi Movement.


1921 Key Role in Development of Capital Market-
MANAGING BSE CLEARING HOUSE.
1946 First Indian Bank to open branch abroad, in London.
1950 First Indian Bank to open a branch in Japan.
1969 Nationalized.
1974 First Indian Bank to set up a branch in Continental Europe (Paris)
1988 First ATM & first fully computerized Branch opened by a Public
Sector Bank in India at Mahalaxmi, Mumbai.
1997 Goes public & enriches the Board.
1998 Integrated Treasury set up.
2002 Crossed Rs. 1, 00,000 crore business mix.
2004 * Ranked most trusted brand among all Nationalized banks for
2 years in succession by AC Nielsen- ORG Marg Survey.
* Ranked 24th among India’s top 500 companies by Dun &
Bradstreet.
* Core Banking Solution launched to network 750 branches.
2005 * 100% Computerization of branches achieved.
* Business Process Re-Engineering launched.

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Organizational hierarchy:
Chief Managing Director

Executive Director

General Manager

Deputy General Manager

Assistant General Manager

Deputy Zonal Manager

Senior Manager

Manager

Officer

HEAD OFFICE:
Highest controlling authority (Policy decisions implementation & control is done here).

ADDRESS: - Star House, C-5, G-Block,


Bandra Kurla Complex,
Bandra (East),
Mumbai-400051,
Maharashtra.

M P BIRLA INSTITUTE OF MANAGEMENT


ZONAL OFFICE:
Follow the guidelines given by Head Office & implement it in there Zone to
enhance the profit of Bank. Manager of ZO are:
I. GM
II. DGM
III. AGM
BRANCHES:
Managers are appointed here as per their business mix of these ranks:
I. DGM
II. AGM
III. Chief Mr.
IV. Senior Mr.
V. Branch Mr.
Types of Branches:
 Small branch: Manager of Scale I (BM upto 2 cr.)
 Medium branch: Manager of Scale II (BM 2-15 cr.)
 Large branch: Manager of Scale III (BM 15-50 cr.)
 Very Large branch: Manager of Scale IV (BM 50-150 cr.)
 Extra Large branch: Manager of Scale V (BM above 150 cr)
Training Centers At:
 NOIDA
 BHOPAL
 HOWRAH
 BOMBAY
Audit Types:
 Internal
 By CA
 By RBI
 Revenue

M P BIRLA INSTITUTE OF MANAGEMENT


ZONAL OFFICE MUZAFFARPUR

 Zonal Manager Shri Jagdish Narayan Yadav


 Chief Manager’s 1. Shri R. K. Kularay (Cr.)
2. Shri S. P. Singh (Mkt.)
 Senior Manager’s
NAME DEPARTMENT
 Shri A. K. DEB PLANNING
 Shri A. K. PRASAD HRD
 Shri A. K. HORE ARD
 Shri L. N. JHA CREDIT
 Shri D. BAKSHI CORP. & SERV.
 Shri RAJEEV KUMAR IT
 Shri GIRIWARDHARI SINGH RAJBHASA

 Total no. of branches are 52 under this zone


 No. of districts are 10 namely as follows:
1. Muzaffarpur ( 9 branches)
2. Darbhanga ( 4 branches)
3. Madhubani ( 4 branches)
4. Sitamarhi ( 5 branches)
5. Seohar ( 2 branches)
6. Samastipur ( 5 branches)
7. Siwan ( 7 branches)
8. E-Champaran ( 9 branches)
9. W-Champaran ( 2 branches)
10. Chapra (5 branches)

M P BIRLA INSTITUTE OF MANAGEMENT


SOCIAL SERVICE:
 Yatri Shed (Bus Stands for passengers)→ 10
 Hand Pump (for drinking water) → 20 set
 First-Aid (for Kanwarias- 4 Sunday) cost Rs. 20,000
 Blood Donation Camp with Sadar Hospital
 Deaf & Dumb school → Provided tables, chairs, fans and Cycle rickshaws
 Leprosy mission → Provided a Color T.V.
 R. K. Ashram → Dress material to 80 under privileged Students
 Adopted one village namely Ganiyari under Sakra Block by BOI
Bharwari Branch for providing financial assistance as per credit
requirement in the village under various sector/areas like- crop finance,
Irrigation, Farm mechanization, allied activities to Agriculture like Dairy,
Poultry, Fisheries, Bee keeping etc. Plantation, Educational loan to bright
student pursuing the technical courses, rural artisans, traders & weaker
section of the society. In addition to above some amenders like Solar lamp,
Drinking water facility were also provided to this village. All these finance
is done through Kisan Club in a transparent manner. Bank also hold’s the
hand of a poor farmer, a poor student, a poor dalit, a poor woman & an
artisan to imbide pride & make them stand on their own.

ADVERTISEMENT:
 Road side banners to welcome the people entering into the city
 Hoardings of different schemes
 Through City Cable & different Print Media
 By greeting people on each Festival via media

M P BIRLA INSTITUTE OF MANAGEMENT


Chapter 3
FINANCIAL
PERFORMANCE

M P BIRLA INSTITUTE OF MANAGEMENT


PERFORMANCE HIGHLIGHTS FYO6:

 Operating profit Rs.1701.22 crore, an increase of Rs.240.86 crore or 16.49%.


 Net profit Rs.701.44 crore, increase of Rs.369.39 crore or 106.28%.
 Capital Adequacy 10.75%.
 Networth at Rs.4577.26 crore grew by 13.24%.
 Book Value Per Share increased to Rs.93.77 (Rs.82.93).
 Gross NPA Ratio decline to 3.72% from 5.53% in March 2005.
 Net NPA Ratio decline to 1.49% from 2.80% in March 2005.
 Cash recovery of Rs.721 crore towards NPA reduction.
 Total business of the Bank increased to Rs.160594 crore, a growth of
18.14%.
 Total deposits of the Bank increased to Rs.93932 crore, a growth of 19.17%.
 Total gross credit of the Bank touched Rs.66662 crore (growth 16.71%).
 Retail lending grew by 36.71%.
 Priority sector lending at 49.08% of Net Bank Credit.
 Agriculture Finance at 19.58% surpassing national target.
 All branches are computerized.
 Business Mix reached Rs.160594 crore (y-o-y growth of 18.14%).
 Credit to SME increased by 14.31%.
 Earnings Per Share improved to Rs.14.39 from Rs 6.98 in March 2005.
 Export credit registered a growth of Rs.514 crore i.e 13.25%.
 Core Banking Solution implemented in 555 branches.
 RTGS/SFMS enabled in 555 branches.

M P BIRLA INSTITUTE OF MANAGEMENT


DIVIDEND:
The Board of Directors has declared a dividend of 30%.

DETAILS→

PROFIT:
 Net Profit for the year ended March ’06 Rs.701.44 cr increases by Rs.361.39
cr or 106.28%.
 Operating Profit for the year ended March ’06 Rs.1701.22 cr increases by
Rs.240.86 cr or 16.49%.
 Interest Income improved by Rs.997.17 cr or 16.53%
 Interest Expenses improved by Rs.602.08 cr or 15.87%.
 Net Interest Income improved by Rs.395.09 cr or 17.66%.

NPA:
 Gross NPA reduced by Rs.677 cr or 21.44%.
 Net NPA declined by Rs.584 cr or 37.62%.
 Gross NPA ratio declined to 3.72% from 5.53%.
 Net NPA ratio declined to 1.49% from 2.80%.
 Net NPA to Networth ratio declined to 21.18% from 38.45%.
 Provision coverage ratio improved to 60.89% from 50.76%.

M P BIRLA INSTITUTE OF MANAGEMENT


BALANCE SHEET STRENGTH:
BANK’S Networth increased by Rs.535.11 cr or 13.24%.

PROFITABILITY RATIOS:
 Yield on Advances increased to 7.58% from 7.14%.
 Cost of deposit declined to 4.05% from 4.17%.
 Operating expenses to Average Assets declined to 2.04% from 2.15%.
 Staff Cost to Average Assets declined to 1.28% from 1.41%.
 Return on assets (annualized) stood at 0.68% improved from 0.38%.

SHAREHOLDER VALUE:
 Book Value per Share improved to Rs.93.77 from Rs.82.93.
 Earnings per Share (EPS) improved to Rs.14.39 from Rs.6.98.

BUSINESS GROWTH DEPOSITS:


 Global Deposits grew by Rs.15111 cr (19.17%).
 Indian deposits grew by Rs.12069cr (18.35%).
 Deposits of foreign branches increased by Rs.3042 cr (23.33%).

ADVANCES:
 Global Advances (Gross) increased by Rs.9545 cr (16.71%).
 Domestic Advances grew by Rs.10197 cr (23.27%).
 Foreign Advances declined marginally by Rs.652 cr (-4.91%).

M P BIRLA INSTITUTE OF MANAGEMENT


BUSINESS MIX:
Global Business Mix reached Rs.160594 cr (18.14%).

RETAIL CREDIT:
 Healthy growth of Rs. 3915 cr (36.71%).
 Share of Retail credit in Non-food Credit increased by 2.49%
 Share of incremental Retail credit in incremental Non-food Credit
stood at 38.12%.

S.M.E. CREDIT:
Increased from Rs.13606 cr to Rs.15553 cr (14.31%).

PRIORITY SECTOR CREDIT:


 Advances recorded robust growth of 26.25% (constituting 49.07% of
Net Bank Credit).
 Agriculture advances increased by 29.04% (constituting 19.58% of
Net Bank Credit).
 Bank has disbursed Rs.4399 cr under SACP (102.30% of the target)

M P BIRLA INSTITUTE OF MANAGEMENT


Performance report of MUZAFFARPUR Zone
(All amounts are in crore)
As on 31-03-06 As on 31-03-05
Total Deposit 746 cr 654 cr
Total Credit 163 cr 141 cr
NPA 23 cr 26 cr
Operating P/L -32 -32
Saving Bank A/Cs 304864 261220
Balance per SB A/c (Rs. in ‘000) 13.12 12.74
Current A/Cs 2567 2139
Balance per C A/C (Rs. in ‘000) 220.92 182.09

Mar 06 July 06 Growth Mar 06 July06 Growth


(Dep.) (Dep.) (Dep.) (Adv.) (Adv.) (Adv.)
Rural 265.68 265.29 -0.15% 64.88 66.27 2.14%
S.Urban 189.79 181.14 -4.56% 42.31 41.62 -1.63%
Urban 290.08 286.85 -1.11% 56.20 60.91 8.38%
Total 745.55 733.28 -1.65 163.39 168.80 3.31

BUSINESS Mar 06 July 06


Per Branch 17.48 cr 17.35 cr
Per Staff 1.70 cr 1.69 cr

Type of branch MBB TBM AELPM


Actual no. 2 39 13

M P BIRLA INSTITUTE OF MANAGEMENT


Chapter 4

MICROSCOPIC
STUDY
OF
NPA

M P BIRLA INSTITUTE OF MANAGEMENT


INTRODUCTION TO NPA:
The phrase Non-Performing Assets popularly referred to, as “NPAs” has become a
worrying expression in banks and financial institution. Bankers are accustomed to
handling sickly advances even earlier and had been making provision pending recovery
against such advances. After all, the system of Assets Classification, Income Recognition
and Provisioning Norms introduced by the Reserve bank of India (RBI) in 1992 is more
than an explicit empirical model of assessing the credit risk a bank or financial institution
carries in its balance sheet. The paper makes an attempt to analyze issues relating to
NPAs in India.

Till the mid eighties the banking system did not have the uniformity or objectivity in
assessing the credit risk and even in those banks where it existed, transparency was
lacking. The prudential norms have not only brought in objectivity, but also placed the
actual credit risk position in a proper perspective so that the banks can take proper steps
from time to time to keep the credit portfolio healthy and remunerative. It will be
observed from above that percentage of gross NPA to gross advances have come down
from 13.91% in 1999-2000 to 9.72% in 2003- 2004 for nationalized bank. The decline is
also evident in case of individual banks; similarly if we consider the overall picture of
Public Sector Banks, the above percentage has declined from 13.98% in 1999-2000 to
9.36% in 2003 – 2004. The similar trend could be observed in the ratio of Net NPA to
Net Advances which has come down 4.77% for nationalized banks and 4.54 % in case of
total public sector banks, and during this period pace of reforms in financial sector
reforms gathered increased momentum and the Indian economy tended to integrate with
the world economy.

M P BIRLA INSTITUTE OF MANAGEMENT


MUZAFFARPUR ZONE:

Topic As on 31-03-06 As on 31-03-05


Gross NPA 22.89 crore 26.34 crore
Net NPA Ratio 4.59 6.37

ASSEST CLASSIFICATION AS ON BALANCE SHEET DATE:


Classification of advance into performing and Non-performing is based on position of the
account as on the balance sheet date. Advances which have been regularized by
repayment of interest/installment before balance sheet date need not be classified as a
NPA, even though the account might be out of order/ in default for more than 90 days or
major part of the year provided such regularization was through genuine sources.
Sanctioning of additional limits should not be resorted to just to avoid slipping of an
account into NPA. So also transfer of funds from one account to another with the only
intention of avoiding slipping into NPA should not be resorted. This however does not
prohibit genuine transfer of funds between one account to another.

PERFORMING ASSETS – STANDARD ASSETS:


Performing assets are standard assets which do not disclose any problem and which does
not carry more than the normal risk attached to the business. The performing asset is the
one, which generates income to the bank. An account is considered to be a standard asset
when it is in order or where the overdue amount is within a period of 90 days and in
respect of direct agricultural advances if the amount over due is less than two harvest
seasons but not exceeding a period of 2 & a half years.

M P BIRLA INSTITUTE OF MANAGEMENT


NON-PERFORMING ASSETS:
An account is to be treated as NPA when it ceases to generate income to the bank.
NPA are further classified into 3 groups viz Sub-Standard, Doubtful and Loss
assets.

 SUB – STANDARD ASSETS:


In respect of loan accounts if any amount is overdue for a period of more than 90
days from the due date, account should be classified as SUB-STANDARD
ASSET provided it is covered by adequate securities e.g. where erosion in
securities is less than 50% of the value of the securities. (Value of securities
means the value as assessed by the Bank previously or accepted by RBI at the
time of last inspection). Such NPA account can remain in sub-standard category
for a maximum period of 18 months. In cases where the loan was granted as a
clean / unsecured loan, the account on becoming NPA for the first time should be
treated as sub-standard only. However, in respect of accounts where there are
potential threats of recovery on account of erosion in the value of security or non
availability of security and existence of other factors such as fraud committed by
borrowers, bills discounted with fake documents, death of the borrower,
whereabouts of the borrower is not known, business closed, borrower has no
means to repay, loss due to natural calamities etc. It will not be prudent for the
bank to classify them first as substandard and then as doubtful after expiry of 1-½
years from the date the account has become NPA. It is advised that such account
should straight way be classified as Doubtful or Loss Asset depending upon the
adequacy of otherwise of securities/ CGTSI/ ECGC cover, irrespective of the
period it has remained as NPA. In other words, where erosion in value of security
is minimal due to temporary overdraws etc. or no availability of security do not
pose threat of recovery, such account can only be classified as Sub- Standard
assets, and other accounts should be straightaway be classified as Doubtful or
Loss Assets, irrespective of the date on which the account becomes as NPA.

M P BIRLA INSTITUTE OF MANAGEMENT


 DOUBTFUL ASSETS:
Doubtful asset is one, which has remained under sub-standard category for a
period exceeding 18 months. Apart from this, in respect of accounts, where there
are potential threats on account of erosion in value of securities is by more than
50% or non availability of securities, the account will be classified as doubtful
asset, irrespective of the period it has remained as NPA. Account should be
classified as doubtful asset if he realizable value of security and cover is more
than 10% of value as assessed by the banks or assessed by RBI during inspection.

 LOSS ASSETS:
A Loss Asset is one where the loss has been identified by the Bank or Internal
/External Auditors or the RBI inspection, but the amount has not been written off
wholly or partly. In other words, such an asset is considered un collectable with
little salvage or recovery value. Account should be classified as Loss asset, if the
value of security assessed is less than 10% of the outstanding in the account.

CAUSES OF NPA:
1. Recurrent drought & flood.
2. Lack of organized market.
3. Under & over financing in some cases.
4. Poor follow-up by the Bank.
5. Rescheduling of advances not being done in desiring cases.
6. Willful default.

M P BIRLA INSTITUTE OF MANAGEMENT


REASONS FOR SLOW RECOVERY:
Unwillingness of borrowers to repay bank dues
Judicial process meant for recovery of dues is time consuming and
cumbersome and less effective.
Lack of proper follow up by banks
Certain securities become obsolete over the period of time, hence become
unrealizable.
Overall recession in economy has resulted in liquidity crunch for borrowers.
In certain cases, factors such as change in Government policies, competition,
and marketability of commodities in which borrower is dealing, law and order
situation civil amenities etc. affect the business cycle.

Pie chart showing share of NPA to gross advances of


Bank of India:

M P BIRLA INSTITUTE OF MANAGEMENT


REMEDIAL MEASURES:
LEGAL:
 LOK ADALAT

Considering the large number of suits pending the Ministry of Finance,


Government of India has advised the banks to have more cases settled through
Lok Adalats. At present government of India has advised that cases involving an
amount of up to Rs.5 lacs per case may be referred to Lok Adalats.

BENEFITS FROM LOK ADALATS:


1. Ensures speedy disposal of cases
2. Provides cheaper remedy
3. Prevents wastage of time and energy
4. Offers solutions acceptable to both parties thereby avoiding further
round of litigation like appeals etc.
5. The litigants themselves could conduct cases.

CONCLUSION:
Though it must be admitted that awards passed by the Lok Adalats depend on
compromise between the parties, in bank cases where the chances of dispute on
factual aspects are less, and the bank is open for a compromise settlement, the
chances of borrowers agreeing for an award are high. Hence banks must take
advantage o f this low cost and time saving machinery to get speedy awards. As
the awards are passed as a result of the agreement between parties, chances of fast
recovery are also higher.

M P BIRLA INSTITUTE OF MANAGEMENT


 ARBITRATION:

Arbitration is the reference of disputes or differences between not less than 2 parties
to a third party other than a court for determination. Such reference is made with the
consent of all the parties to the disputes. It is an alternative to litigation through
courts. Arbitration act was passed in 1940, which was a codified Law for the whole
country. The Supreme Court in ONGC vs. Collector of Central Excise has directed
that the Government should encourage arbitration in the event of disputes between
public sector banks and institutions and government departments. This will speed up
the process of justice. Considerable time is saved in litigation. Parties to the dispute
can choose their own arbitrators. No court fee or the infrastructure of a court is
involved. This leads to reduction in expenses also. The venue and time of arbitration
can be fixed as per the parties’ requirement. More importantly a time frame of 6
months has been fixed for settlement of the dispute through arbitration. As per the
arbitration and reconciliation act 1996, there are very limited grounds for filling
appeal against the award of the arbitrator. Hence in recovery cases, if bank opts for
arbitration, then the bank may have no choice but to accept the amount awarded by
the arbitrator.

M P BIRLA INSTITUTE OF MANAGEMENT


 DEBT RECOVERY TRIBUNALS ( DRTs):

In the context of the recovery of NPAs DRTs are assuming great importance since
efforts are on to set up 7 more DRTs during this year and also to strengthen them.
Though the recovery through DRTs is at present less than 2% of the claim amount,
banks and FIs have to depend heavily on them. Efforts are on to assign more powers
to DRTs. More importantly, the borrowers’ tendency to challenge the verdict of the
appellate tribunals in the high court to seek natural justice needs to be checked.
Otherwise, early recovery efforts through DRTs would be futile. Secondly, training of
presiding officers of tribunals about the intricacies of banking practices is very
essential. Further, the number of recovery officers has to be enhanced in every DRTs
for effective recovery. Finally banks and FIs have to come forward to provide liberal
help to DRTs to equip them in terms of infrastructure, manpower etc.

There are 9 DRT cases since 2000 in this Muz. Zone but Bank has
got decree in only 2 cases.

M P BIRLA INSTITUTE OF MANAGEMENT


 CORPORATE DEBT RESTRUCTURING (CDR) BODY:

A need was felt to create a special agency to facilitate debt restructuring because there
has been some hesitancy on the parts of the banks and financial institutions to
implement RBI guidelines on debt restructuring. Recently a three tier body, viz. CDR
has been set up to coordinate corporate debt restructuring program. CDR consists of
forum, group and cell. While the forum evolves broad policy guidelines, the group
takes decision on the proposals recommended by the cell. Initially the borrower
approaches this lead bank/FI with a request to restructure debt, which in turn puts up
the proposal to the cell. The CDR covers only multiple banking accounts enjoying
credit facility exceeding 20 crores. Cases of DRT, BIFR and willful defaults, doubtful
and loss accounts and stifled cases are outside the preview of the CDR shelter.
Decisions of the group are based on the super majority principle. If 75% of the
secured creditors agree to the rehabilitation plan, it is binding on the other banks / FIs.

 ASSET RECONSTRUCTION CORPORATION (ARC):

It is proposed to set up ARCs in the private sector to take over NPAs of the public
sector banks. The RBI will be the regulator of these ARCs. The ARC will buy the
NPAs of the banks and the financial institution at the pre-determined discounted
value and issue NPA Redemption Bonds that carry a fixed return. ARCs are expected
to be managed by professionals to effect maximum recovery of NPAs, which will
help to redemption of bonds after some time. The financial ministry has finalized the
draft bill to set up ARCs. Though the proposed scheme seems to be attractive, the
success will depend upon the efficiency of DRTs and courts.

M P BIRLA INSTITUTE OF MANAGEMENT


NON-LEGAL:
 SUPERVISION AND FOLLOW UP:
It is rightly said the supervision and follow up of a loan account starts from the day it
is sanctioned and disbursed. Hence, it should be ensured that:
1) Proper identification of the borrower and his activities appraisal of the project,
disbursal of loan, sum follow up and other matters should be properly planned.
2) Instructions contained in various circulars, manuals, etc, should be properly
followed.
3) Proper constitution of the advance
The borrower has contractual capacity to borrow.
The entire security document have been properly executed and registered
wherever required.
The entire loan documents executed by the borrower and other important
documents deeds, letters etc, are recorded and kept in proper custody.
The account is operated by person(s) in a fiduciary capacity, a proper authority,
covering operations and conferring power to borrow, is held.
That the correctness of the account is duly acknowledged at periodical intervals.
All receipt of collaterals from time to time and deliveries thereof are maintained
under proper control with a view to ensuring the security of the advance at all
times.
4) The security is acceptable, safe, realizable and properly charged to the bank. The
branch manager has to ensure that the security is properly evaluated (value)
margin is maintained.
5) The operation in the account are properly controlled and carefully watched.

M P BIRLA INSTITUTE OF MANAGEMENT


6) The financial position of the borrower and the guarantor continues to be sound.
7) The security documents are renewed well before they become time barred;
8) A proper control is exercised on the goods pledged/hypothecated.
The latest periodical interest or the latest installments due are in arrears for more
than a month is categorized under Watch Category Accounts. All accounts
coming under watch category that have remained outstanding without
regularization rectification for a period beyond 2 months will be categorized as
Special Watch Category Accounts.

 WRITE OFF:
Banks have to resort to write off where there are absolutely no chances of recovery
either by persuasion or compromise or legal means. No valid purpose would be
served by keeping such assets in particular loss assets, where full provisions have
been made. In the absence of any other alternative, write off must be done in suitable
cases for cleansing the balance sheets.

 MERGERS & ACQUISITIONS:


With the opening of economy and globalization, new players are entering into the
corporate scene. The corporate with strong financial, technical and managerial
capabilities will dominate and the weak ones will gradually fade away from the
business horizon. Mergers, acquisitions, take over and consolidations are the present
day phenomena the world over. Therefore, the banker has to be vigilant and proactive
to notice the warning signals in respect of weak industries who are our clients and
support mergers / takeovers to minimize losses and also by extending finance to the
stronger corporate to convert NPA to PA.

M P BIRLA INSTITUTE OF MANAGEMENT


 NEGOTIATED SETTLEMENTS:
It is a process of bargaining through which parties reach at a mutually acceptable
agreement. In negotiated settlement (compromise), through the banker is virtual loser;
still the position is WIN-WIN for both the parties. Considering the present value of
future money to be recovered, expenditure involved, time and man power required
difficulties in enforcing the securities loss of securities with passage of time and to
clean the balance sheet by wiping off the bad debts, it is better to negotiate, settle and
recover the amount in the shortest period. However the principle in negotiated
settlement should be maximum recovery with minimum sacrifice. Compromise
settlement is a low cost, quick result strategy, which must be extensively used in
reducing NPA in view of the importance recognized by us. RBI is also advising the
Banks to recover the dues by negotiated settlement and from time to time RBI has
come out revised guidelines for Settlements and from time to time RBI has come out
revised guidelines for settlements to facilitate recovery under NPA.

 REHABILITATION OF SICK UNITS:


Sick units both in SSI and non-SSI sectors should be identified on timely basis
keeping in mind the official definitions. Causes of sickness should be genuine. If the
project is found viable in terms of Debts service coverage ratio (DSCR), ehabilitation
package has to be prepared keeping in mind the broad parameters suggested by the
RBI. The Bank and the borrower should implement the package at the earliest. Close
monitoring of the progress of implementation is called for. There are several success
stories on rehabilitation of sick units. But in general, it is observed that the success
rate in revival of sickness is discouraging. Further in process of financial sector
reforms, banks and FIs are hesitant to rehabilitate due to the threat of the failure in
rehabilitations. Recently the RBI permitted banks not to make provisions for sick SSI
units during the first year of implementation. The RBI will also issue new guidelines
on rehabilitation of sick SSI soon. For successful rehabilitation, it is essential to
create a sense of urgency on the parts of both the banks and borrowers. Efforts on the

M P BIRLA INSTITUTE OF MANAGEMENT


part of the Government in terms of concessions, relief etc, should be made only on
timely basis. Understanding, between banks and SFCs should be strengthened. Above
all stern action against willful defaulters is called for.

 INCIPIENT AND SUSTAINING PERFORMING STATUS:


Continuing emergence of new NPAs is the biggest challenge for the bank. Nearly
30% of the fresh advances are slipping to NPAs, whereas in no case it should exceed
3-5%. While persons responsible for monitoring credit portfolio tend to focus their
attention on management of NPA, lesser attention is given to standard assets which
may emit signals of becoming NPAs and hence management of standard assets
cannot be ignored to expose the bankers to enhanced risks of lesser income, higher
provisions and loss of security etc. The management of NPA merits effective,
efficient and timely credit monitoring / follow up so that the interest and / installment
falling due are recovered in time or at least the arrears are kept within 2 quarters
norm. However, if for any genuine reasons, the account (before becoming an NPA)
needs replacement/ rescheduling, it is prudent and preferable to make this exercise
while granting loan by allowing need based moratorium and by fixing realistic
repayment schedules.

M P BIRLA INSTITUTE OF MANAGEMENT


Chapter 5
SWOT
ANALYSIS

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STRENGTHS:
 One of the largest banks in India, with total business (advances plus
deposits) exceeding Rs.161,00,000 crore
 Continuous track record of profitability since inception
 Low net NPA level of 3.72%
 Vast domestic branch network spread across the country
 Wide-ranging portfolio of financial services provided through various
subsidiaries of the bank
 Technological edge with 65% of the banks business being computerized.
 Technological backbone enables the Bank to undertake product innovation
and adopt a customer centric approach.
 Strong presence in credit cards with an ISO 9000 certification for the
operations.
 Efficient operations with business per branch of Rs. 17.48 crore as at the
end of FY 2005-06.

WEAKNESSES:
 Sometimes redresal of grievances of customers consume more than the
stipulated time
 ATMs of Bank of India or their associates are not set up at all places,
which make it difficult for people in remote areas to access ATMs.
 Since it is a government bank so they cannot take decisions on their own.

M P BIRLA INSTITUTE OF MANAGEMENT


OPPORTUNITIES:
 Bank of India can compete with large branch networks of the public sector
banks through its multiple branch banking & CBS distribution approach.
 The ATM strength of the bank is targeted to reach 1000 by December
2006, while 800 branches would be providing internet banking services.
 Bank of India has opportunity to large its distribution capability to expand
its customer base, as well as focus on cross- selling products to its existing
customer base to expand its market share in various markets & product
segments.
 The bank is already observing new guidelines of RBI to have 90 days
norm for NPA Accounts. This is a strong move towards the strong
financial base.

THREATS:

 Bank of India faces a threat from foreign banks which have traditionally
served trade finance, fee-based services and other short–term financing
products in retail liabilities.
 Bank of India faces strong competition from private banks and mutual
funds since Indian commercial banks attract the majority of retail bank
deposits, historically the preferred retail savings product in India.

M P BIRLA INSTITUTE OF MANAGEMENT


Chapter 6

BIBLIOGRAPHY

&
ANNEXURE

M P BIRLA INSTITUTE OF MANAGEMENT


BIBLIOGRAPHY:

 ANNAUAL REPORTS

 BANKS RECORD

 JOURNAL ANALYST

WEBSITE:

 www.bankofindia.com
 www.google.com

M P BIRLA INSTITUTE OF MANAGEMENT


Balance Sheet as at 31st March, 2006
Sch. as at as at
No. Mar’06 Mar’06
(in Rs.) (in Rs.)
I. Capital & Liabilities
Capital 1 4881419 4881419
Reserve & surplus 2 44957464 39767287
Deposits 3 939320317 788214379
Borrowings 4 58939102 59619537
Other liabilities & provisions 5 74644442 57299213
Total 1122742744 949781835

II. Assets
Cash & Balance with RBI 6 55884159 39047232
Balance with Banks 7 58575686 36215273
Investments 8 317817542 286863210
Advances 9 651737444 555288868
Fixed Assets 10 8099659 8141756
Other Assets 11 30628254 24225496
Total 1122742744 949781835
Contingent Liabilities 12 828104962 797725188
Bills of collection 61540547 52723267

M P BIRLA INSTITUTE OF MANAGEMENT


PROFIT AND LOSS ACCOUNT OF BANK OF INDIA for the year
ended 31st MARCH 2006:
Schedule No. As at As at
31.03.2006 31.03.2005
(in cr) (in cr)
I. INCOME
Interest earned 13 7028.70 6031.52
Other Income 14 1184.38 1155.80
TOTAL: 8213.08 7187.32

II. EXPENDITURE
15 4396.72 3794.64
Interest expended
16 2115.14 1932.32
Operating expenses
785.56 999.34
Provisions and contingencies
214.22 120.97
Provision for Taxes
7511.64 6847.27
TOTAL:
III. NET PROFIT FOR THE YEAR 701.44 340.05

IV. Analytical Ratios


 Shares held with GOI 69.47% 69.47%

 Capital Adequacy Ratio 10.75% 11.52%


 EPS 14.39 6.98
 Gross NPA 3.72 5.53
 Net NPA 1.49 2.80
 ROA 0.68% 0.38%

M P BIRLA INSTITUTE OF MANAGEMENT


No. of Shares 148820200 148819600
%age of Share holding 30.53% 30.53%

M P BIRLA INSTITUTE OF MANAGEMENT

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