EXECUTIVE SUMMARY

In any organization, the two important financial statements are the Balances heet & Profit and loss account of the business. Balance sheet is a statement of the financial position of an enterprise at a particular point of time. Profit and loss account shows the net profit or net loss of a company for a specified period of time. When these statements of the last few yearofanyorganizationarestudied and analyzed, significant conclusions may be arrived regarding thechanges in the financial position, the important policies followed and trends in profit and loss etc. Analysis and interpretation of the financial statement has now become an important technique of credit appraisal. The investors, financial experts, management executives and the bankers all analyze these statements. Though the basic technique of appraisal remains the same in all the casesbutt h e a p p r o a c h a n d t h e e m p h a s i s i n a n a l y s i s v a r y Therefore, it is very necessary for every organization whether it is a financial or manufacturing etc. to make financial statement and to analysis it.

CHAPTER 1. INTRODUCTION OF BANKING

Banking in India in the modern sense originated in the last decades of the 18th century. The first banks were Bank of Hindustan (1770-1829) and The General Bank of India, established 1786 and since defunct. The largest bank, and the oldest still in existence, 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 the Bank of Bombay and the Bank of Madras, all three of which were established under charters from the British East India Company. The three banks merged in 1921 to form the Imperial Bank of India, which, upon India's independence, became the State Bank of India in 1955. For many years the presidency banks acted as quasi-central banks, as did their successors, until the Reserve Bank of India was established in 1935. In 1969 the Indian government nationalised all the major banks that it did not already own and these have remained under government ownership. They are run under a structure know as 'profit-making public sector undertaking' (PSU) and are allowed to compete and operate as commercial banks. The Indian banking sector is made up of four types of banks, as well as the PSUs and the state banks, they have been joined since 1990s by new private commercial banks and a number of foreign banks. Banking in India was generally fairly mature in terms of supply, product range and reach-even though reach in rural India and to the poor still remains a challenge. The government has developed initiatives to address this through the State bank of India expanding its branch network and through the National Bank for Agriculture and Rural Development with things like microfinance.
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1.1 Definition of 'Bank' A financial institution licensed as a receiver of deposits. There are two types of banks: commercial/retail banks and investment banks. In most countries, banks are regulated by the national government or central bank. 1.2FEATURES OF BANK i) Dealing in money: The banks accept deposits from the public and advancing them as loans to the needy people. The deposits may be of different types current, fixed, savings, etc. accounts. The deposits are accepted on various terms and conditions. (ii) Deposits must be withdrawn able: The deposits (other than fixed deposits) made by the public can be withdraw able by cheques, draft or otherwise, i.e., the bank issue and pay cheques. The deposits are usually withdrawn able on demand. (iii) Dealing with credit: The banks are the institutions that can create credit i.e., creation of additional money for lending. Thus, "creation of credit' is the unique feature of banking. (iv) Commercial in nature: Since all the banking functions are carried on with the aim of making profit, it is regarded as a commercial institution. (v) Nature of agent: Besides the basic functions of accepting deposits and lending money as loans, banks possess the character of an agent because of its various agency services.

1.3 FUNCTION OF BANK

1. Accepting Deposits: The most important function of commercial banks is to accept deposits from the public. Various sections of society, according to their needs and economic condition, deposit their savings with the banks. For example, fixed and low income group people deposit their savings in small amounts from the points of view of security, income and saving promotion. On the other hand, traders and businessmen deposit their savings in the banks for the convenience of payment. Therefore, keeping the needs and interests of various sections of society, banks formulate various deposit schemes. Generally, there ire three types of deposits which are as follows:

(i) Current Deposits: The depositors of such deposits can withdraw and deposit money whenever they desire. Since banks have to keep the deposited amount of such accounts in cash always, they carry either no interest or very low rate of interest. These deposits are called as Demand Deposits because these can be demanded or withdrawn by the depositors at any time they want. Such deposit accounts are highly useful for traders and big business firms because they have to make payments and accept payments many times in a day. (ii) Fixed Deposits: These are the deposits which are deposited for a definite period of time. This period is generally not less than one year and, therefore, these are called as long term deposits. These deposits cannot be withdrawn before the expiry of the stipulated time and, therefore, these are also called as time deposits. These deposits generally carry a higher rate of interest because banks can use these deposits for a definite time without having the fear of being withdrawn. (iii) Saving Deposits: In such deposits, money upto a certain limit can be deposited and withdrawn once or twice in a week. On such deposits, the rate of interest is very less. As is evident from the name of such deposits their main objective is to mobilise small savings in the form of deposits. These deposits are generally done by salaried people and the people who have fixed and less income.

2. Giving Loans: The second important function of commercial banks is to advance loans to its customers. Banks charge interest from the borrowers and this is the main source of their income. Banks advance loans not only on the basis of the deposits of the public rather they also advance loans on the basis of depositing the money in the accounts of borrowers. In other words, they create loans out of deposits and deposits out of loans. This is called as credit creation by commercial banks. Modern banks give mostly secured loans for productive purposes. In other words, at the time of advancing loans, they demand proper security or collateral. Generally, the value of security or collateral is equal to the amount of loan. This is done mainly with a view to recover the loan money by selling the security in the event of non-refund of the loan. At limes, banks give loan on the basis of personal security also. Therefore, such loans are called as unsecured loan. Banks generally give following types of loans and advances: (i) Cash Credit: In this type of credit scheme, banks advance loans to its customers on the basis of bonds, inventories and other approved securities. Under this scheme, banks enter into an agreement with its customers to which money can be withdrawn many times during a year. Under this set up banks open accounts of their customers and deposit the loan money. With this type of loan, credit is created.

(iii) Demand loans: These are such loans that can be recalled on demand by the banks. The entire loan amount is paid in lump sum by crediting it to the loan account of the borrower, and thus entire loan becomes chargeable to interest with immediate effect. (iv) Short-term loan: These loans may be given as personal loans, loans to finance working capital or as priority sector advances. These are made against some security and entire loan amount is transferred to the loan account of the borrower. 3. Over-Draft: Banks advance loans to its customers upto a certain amount through over drafts, if there are no deposits in the current account. For this banks demand a security from the customers and charge very high rate of interest. 4. Discounting of Bills of Exchange: This is the most prevalent and important method of advancing loans to the traders for short-term purposes. Under this system, banks advance loans to the traders and business firms by discounting their bills. In this way, businessmen get loans on the basis of their bills of exchange before the time of their maturity.

5. Investment of Funds: The banks invest their surplus funds in three types of securities Government securities, other approved securities and other securities. Government securities include both, central and state governments, such as treasury bills, national savings certificate etc.
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Other securities include securities of state associated bodies like electricity boards, housing boards, debentures of Land Development Banks units of UTI, shares of Regional Rural banks etc. 6. Agency Functions: Banks function in the form of agents and representatives of their customers. Customers give their consent for performing such functions. The important functions of these types are as follows: (i) Banks collect cheques, drafts, bills of exchange and dividends of the shares for their customers. (ii) Banks make payment for their clients and at times accept the bills of exchange: of their customers for which payment is made at the fixed time. (iii) Banks pay insurance premium of their customers. Besides this, they also deposit loan installments, income-tax, interest etc. as per directions. (iv) Banks purchase and sell securities, shares and debentures on behalf of their customers. (v) Banks arrange to send money from one place to another for the convenience of their customers. 7. Miscellaneous Functions: Besides the functions mentioned above, banks perform many other functions of general utility which are as follows: (i) Banks make arrangement of lockers for the safe custody of valuable assets of their customers such as gold, silver, legal documents etc. (ii) Banks give reference for their customers.

(iii) Banks collect necessary and useful statistics relating to trade and industry. (iv) For facilitating foreign trade, banks undertake to sell and purchase foreign exchange. (v) Banks advise their clients relating to investment decisions as specialist (vi) Bank does the under-writing of shares and debentures also. (vii) Banks issue letters of credit. (viii) During natural calamities, banks are highly useful in mobilizing funds and donations.

2. CHAPTER
INTRODUCTION OF ICICI BANK

A banker or bank is a financial institution whose primary activity is to act as a payment agent for customers and to borrow and lend money. In other words, an institution where one can place and borrow money and take care of financial affairs

2.1ABOUT The Banking sector in India has always been one of the most preferred avenues of employment. In the current decade, this has emerged as a resurgent sector in the Indian economy. As per the McKinsey report India Banking 2010, the banking sector index has grown at a compounded annual rate of over 51 per cent since the year 2001, as compared to a 27 per cent growth in the market index during the same period. It is projected that the sector has the potential to account for over 7.7 per cent of GDP with over Rs.7, 500 billion in market cap, and to provide over 1.5 million jobs. Today, banks have diversified their activities and are getting into new products and services that include opportunities in credit cards, consumer finance, wealth management, life and general insurance, investment banking, mutual funds, pension fund regulation, stock broking services, custodian services, private equity, etc. Further, most of the leading Indian banks are going global, setting up offices in foreign countries, by themselves or through their subsidiaries. ICICI is Indias second-largest bank with total assets of Rs. 3,663.74 billion (US$ 76 billion) at September 30, 2009 and profit after tax Rs. 19.18 billion (US$ 398.8 million) for the half year ended September 30, 2009. The Bank has a network of 1,588 branches and about 4,883 ATMs in India and
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presence in 18 countries. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries and affiliates in the areas of investment... For over five decades, the ICICI Group has partnered India in its economic growth and development. Promoting inclusive growth has been a priority area for the Group from both a social and business perspective. The ICICI Group strives to make a difference to its customers, to the society and to the nations development directly through its products and services, as well as through development initiatives and community outreach. ICICI Foundation for Inclusive Growth (ICICI Foundation) was founded by the ICICI Group in early 2008 to carry forward and build upon its legacy of promoting inclusive growth. ICICI Foundation works within public systems and specialised grassroots organisations to support developmental work in four identified focus areas. We are committed to investing in long-term efforts to support inclusive growth through effective interventions.

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2.2Vision

Our vision is a world free of poverty in which every individual has the freedom and power to create and sustain a just society in which to live.

2.3Mission

Our mission is to empower the poor to participate in and benefit from the Indian growth process through integrated action in the fields of primary health, elementary education, financial inclusion and sustainable livelihood. This will be achieved through active collaboration with the government and independent organisations. 2.4 Our History ICICI Banks Social Initiatives Group (SIG), a non-profit group set up within ICICI Bank in 2000, pioneered our work on primary health, elementary education and access to finance. In January 2008, ICICI Group established ICICI Foundation for Inclusive Growth, which carries forward this legacy. ICICI Bank is India's largest private sector bank with total assets of Rs. 5,367.95 billion (US$ 99 billion) at March 31, 2013 and profit after tax Rs. 83.25 billion (US$ 1,533 million) for the year ended March 31, 2013. The Bank has a network of 3,132 branches and 10,486 ATMs in India, and has a presence in 19 countries, including India. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries in the areas of investment banking, life and non-life insurance, venture capital and asset management.

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The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has established branches in Belgium and Germany.

ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange (NYSE).

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the Government of India and representatives of Indian industry. The principal objective was to create a development financial institution for providing medium-term and long-term project financing to Indian businesses. In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from nonJapan Asia

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After consideration of various corporate structuring alternatives in the context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of ICICI and ICICI Bank formed theview that the merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the ICICI group's universal banking strategy. The merger would enhance value for ICICI shareholders through the merged entity's access to lowcost deposits, greater opportunities for earning fee-based income and the ability to participate in the payments system and provide transaction-banking services. The merger would enhance value for ICICI Bank shareholders through a large capital base and scale of operations, seamless access to ICICI's strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly fee-based services, and access to the vast talent pool of ICICI and its subsidiaries. In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking operations, both wholesale and retail, have been integrated in a single entity. ICICI Bank has formulated a Code of Business Conduct and Ethics for its directors and employees.

Ms. ChandaKochhar, MD & CEO, has been ranked as the most powerful business woman in India in the Forbes' list of 'The World's 100 Most Powerful Women 2013'

ICICI Bank Limited has been conferred the Best Remittance Business award at The Asian Banker's International Excellence in Retail Financial Services 2013 Awards ceremony

ICICI Bank was honored with the Medici Innovation Hall of Fame Award, instituted by The Medici Institute in collaboration with the Medici Group, USA.
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ICICI Bank and its IT partner Fundtech won The Asian Banker Technology Implementation Award for the Convergence Banking project from Asian Banker.

MsChandaKochhar received the 'Transformation Leader Award' by NDTV Profit Business Leadership Awards 2012.

For the second consecutive year, Mr. N.S.Kannan, Executive Director & CFO, received the "Best Performing CFO", in the Banking / Financial Services category by CNBC - TV 18.

For the third year in a row, Ms. ChandaKochhar, Managing Director & CEO, is in the Power List 2013 of 25 most powerful women in India, by India Today.

Ms. ChandaKochhar is the only Indian to be featured in the Dow Jones list of Most Influential Female Executives in the World of the last decade. She is ranked 12th in the global list.

ICICI Bank awarded the Most Admired Infrastructure Debt Financer and PPP Project of the Year: Yamuna Expressway Project, in the 5th KPMG Infrastructure Today Awards by ASAPP Media Information Group, publishers of Infrastructure Today in association with KPMG

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For the 4th consecutive year, ICICI Bank won the Celent Model Bank for the next generation technology oriented banking solutions

ICICI Bank was awarded a "Special IT Innovation Award" by Lenovo NASSCOM and CNBC-TV18.

ICICI Bank was the winner of "6th Loyalty Awards" for My Savings Rewards by AIMIA (global leader in Loyalty).

ICICI Bank UK PLC's online savings product HiSAVE won the "Highly Commended" (2nd rank) at the Consumer Moneyfacts Awards.

ICICI Bank received the "Gram Samvad",Service for Low cost/Small budget marketing initiative Award by Rural Marketing Association of India (RMAI).

Ms. ChandaKochhar awarded the Businessperson Of The Year 2012 by Business India. She is the first woman recipient of this award in 31 years.

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2.5 Board Members

Mr. K. V. Kamath, Chairman .................................................... Dr. Swati Piramal .................................................... Mr. Homi R. Khusrokhan .................................................... Mr. DileepChoksi .................................................... Mr. Arvind Kumar ................................................ Mr. M.S. Ramachandran .................................................. Dr. Tushaar Shah ..................................................

Mr.V.Sridar Ms.ChandaKochhar, Managing Director & CEO ......................................................... Mr.N.S.Kannan, Executive Director & CFO ......................................................... Mr.K.Ramkumar, Executive Director.

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2.6 Board Committees

Board Governance, Audit Committee Remuneration & Nomination Committee Mr.HomiKhusrokhan, Chairman Mr. DileepChoksi, Alternate Chairman Mr. M. S. Ramachandran Mr. V. Sridar Mr. K. V. Kamath, Chairman Mr. HomiKhusrokhan Mr. M. S. Ramachandran

Corporate Social Responsibility Committee Mr. M.S. Ramachandran, Chairman Mr. Arvind Kumar Dr. Tushaar Shah Ms. Chanda Kochhar N Mr. K.V. Kamath, Chairman Mr. M.S. Ramachandran Mr. Homi Khusrokhan Ms. Chanda Kochhar

Customer Service Committee Mr. K.V. Kamath, Chairman Mr. M.S. Ramachandran Mr. V. Sridar Ms. Chanda Kochhar Fraud Monitoring Committee Mr. V. Sridar, Chairman Mr. K.V. Kamath Mr. DileepChoksi Mr. Homi Khusrokhan Mr. Arvind Kumar Ms. Chanda Kochhar Mr. Rajiv Sabharwal

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Information Technology (IT) Strategy Committee Mr. Homi Khusrokhan, Chairman Mr. K.V. Kamath Mr. V. Sridar Ms. Chanda Kochhar

Risk Committee

Mr. K.V. Kamath, Chairman Mr. DileepChoksi Mr. HomiKhusrokhan Mr. Arvind Kumar Mr. V. Sridar Ms. Chanda Kochhar

Share Transfer & Shareholders'/ Investors' Grievance Committee Mr. Homi Khusrokhan, Chairman Mr. V. Sridar Mr. N.S. Kannan

Committee of Executive Directors Ms. Chanda Kochhar, Chairperson Mr. N.S. Kannan Mr. K. Ramkumar Mr. Rajiv Sabharwal

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2.7 Director's Profiles

ChandaKochhar Managing Director and Chief Executive Officer

N.S. Kannan Executive Director & CFO

K. Ramkumar Executive Director

Rajiv Sabharwal Executive Director

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2.9ICICI BANK WEBSIT

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ICICI GROUP

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CHAPTER 3. ICICI BANKS PRODUCT &SERVICES

3.1 SERVICESS PROVIDED BY BANK

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Banking Services of ICICI Bank

As per the analysis the ATM service provided by ICICI bank is most used by its customer. according to the survey the ATM service was appreciated by 40% of the customers and ranked as best. 15% of customers appreciated credit card.

12% of customers appreciated telephone banking.

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3.2 ATM SERVICES OF ICICI BANK

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3.3 PRODUCT& CUSTOMER SEGMENT OF ICICI BANK

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3.4 PRODUCT OF ICICI BANK

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ACCOUNT MAINTAINBY ICICI BANK

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CHAPTER 4. HISTORY OF ICICI BANK

4.1 AWARDS WON BY ICICI BANK IN 2013

ICICI Bank ranks 10th in Fortune India's list of 50 most admired companies in India.

Ms. ChandaKochhar, MD & CEO, has been ranked as the most powerful business woman in India in the Forbes' list of 'The World's 100 Most Powerful Women 2013'

ICICI Bank Limited has been conferred the Best Remittance Business award at The Asian Banker's International Excellence in Retail Financial Services 2013 Awards ceremony.

ICICI Bank was honored with the Medici Innovation Hall of Fame Award, instituted by The Medici Institute in collaboration with the Medici Group, USA.

ICICI Bank and its IT partner Fundtech won The Asian Banker Technology Implementation Award for the Convergence Banking project from Asian Banker.

MsChandaKochhar received the 'Transformation Leader Award' by NDTV Profit Business Leadership Awards 2012.

For the second consecutive year, Mr. N.S.Kannan, Executive Director & CFO, received the "Best Performing CFO", in the Banking / Financial Services category by CNBC - TV 18.
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For the third year in a row, Ms. ChandaKochhar, Managing Director & CEO, is in the Power List 2013 of 25 most powerful women in India, by India Today.

Ms. ChandaKochhar is the only Indian to be featured in the Dow Jones list of Most Influential Female Executives in the World of the last decade. She is ranked 12th in the global list.

ICICI Bank awarded the Most Admired Infrastructure Debt Financer and PPP Project of the Year: Yamuna Expressway Project, in the 5th KPMG Infrastructure Today Awards by ASAPP Media Information Group, publishers of Infrastructure Today in association with KPMG

For the 4th consecutive year, ICICI Bank won the Celent Model Bank for the next generation technology oriented banking solutions.

ICICI Bank was awarded a "Special IT Innovation Award" by Lenovo NASSCOM and CNBC-TV18.

ICICI Bank was the winner of "6th Loyalty Awards" for My Savings Rewards by AIMIA (global leader in Loyalty).

ICICI Bank UK PLC's online savings product HiSAVE won the "Highly Commended" (2nd rank) at the Consumer Moneyfacts Awards.

ICICI Bank received the "Gram Samvad",Service for Low cost/Small budget marketing initiative Award by Rural Marketing Association of India (RMAI).
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Ms. ChandaKochhar awarded the Businessperson Of The Year 2012 by Business India. She is the first woman recipient of this award in 31 years.

ICICI Bank won the Best domestic bank, India by The Asset Triple A Country Awards.

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4.2 CORPORATE HISTORY OF ICICI BANK

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the Government of India and representatives of Indian industry. The principal objective was to create a development financial institution for providing medium-term and long-term project financing to Indian businesses. In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from non-Japan Asia to belisted on the NYSE After consideration of various corporate structuring alternatives in the context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the ICICI group's universal banking strategy. The merger would enhance value for ICICI shareholders through the merged entity's access to low-cost deposits, greater opportunities for earning fee-based income and the ability to participate in the payments system and provide transaction-banking services. The merger would enhance value for ICICI Bank shareholders through a large capital base and scale of operations, seamless access to ICICI's strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly feebased services, and access to the vast talent pool of ICICI and its subsidiaries.

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In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking operations, both wholesale and retail, have been integrated in a single entity. 4.3 CREATION OF MARKET INFRASTRUCTURE IN INDIA The Indian economy has been amongst the fastest growing economies in the world. However, one critical prerequisite for momentum in the growth to continue is a program of sustained accelerated development of infrastructure. The need for stepping up the scale and scope of private investment in infrastructure has been emphasized by the Government of India at all levels. In line with this, the Government has been opening up subsectors of infrastructurefor private sector investment. While an aggregate amount of over USD 400 billion has been invested in Indian infrastructure over the past 7 years, the private sector share is estimated at about USD 100 billion (increasing from 18% of total infrastructure spend in 2003 to 34% of the total infrastructure spend in 2009). Over the next five years, the magnitude of investments required in the Indian infrastructure sector is estimated at USD 600 billion, of which the private sector share is expected to gradually increase further to about 50%. While the investment demand exists, the requisite enabling factors such as improving user ability and willingness to pay, conducive policy and regulatory environment, acceptable framework for Public Private Partnerships (PPPs) and a robust domestic banking system which has so far been financing a significant component of debt requirement of infrastructure projects are also in place. In addition, some key private sector infrastructure developers have already demonstrated strong risk mitigation / execution capabilities in successfully executing and profitably operating a number of challenging projects across
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various infrastructure sub-sectors. This has created significant value for investors and shareholders. The sizeable opportunity set coupled with the capabilities of both established developers and emerging entrepreneurs have created a positive environment for infrastructure investing in India. Consequently, ICICI Venture has launched its new Infrastructure focused Private Equity fund, called Indian Infrastructure Advantage Fund. The Fund proposes to invest in various infrastructure sub-sectors including power, roads, ports, airports, railways, telecom and urban & social infrastructure. The Fund's investment would be either directly into projects or in holding companies associated with infrastructure assets with a preference to invest by way of structured minority stakes. The Fund will target high quality investments with strong fundamentals and attractive risk-return profiles. In the infrastructure financing space in India, ICICI Bank has maintained a leading position over the years with an estimated market share of about 27% in terms of deal value in infrastructure lending in India during the period 200709. ICICI Bank has also been directly associated in several policy initiatives undertaken by the Government of India and other public bodies in infrastructure domain. ICICI Venture's Infrastructure team comprises senior professionals with extensive experience of financing, investing and advising in the Indian infrastructure space for over a decade. Many of the senior members have worked with the infrastructure business of ICICI Bank and are now dedicated to managing / advising the Fund. The team has collectively closed more than 150 transactions amounting to over USD 37 billion and advised on over 20 infrastructure transactions amounting to about USD 7 billion. In addition to financing, investing and providing transaction advisory, the team members have also worked with various governments and government bodies, multi lateral agencies, regulatory agencies, policy forming bodies, etc. on several infrastructure policy initiatives undertaken in the areas of power, airports, telecom, roads etc.

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4.4 SUBSIDIARIES OF ICICI BANK

Looking to unlock shareholder value across the group, ICICI Bank will list at least four of its subsidiaries, and the process could commence within six months, starting with its brokerage arm ICICI Securities, the banks managing director and chief executive officer KV Kamath said on Wednesday. Asked whether the first of the subsidiaries would hit the market in next 3-6 months, Kamath told PTI in an interview, I wo uld think that six-month period is a fair expectation. We have not yet taken Board approval. Noting that ICICI Securities could be the first of the lot to hit the capital market, he said it could be soon followed by two insurance arms - life insurance unit ICICI Prudential and general insurance arm ICICI Lombard, and the banks housing finance arm. Kamath said that listing of insurance and mutual fund subsidiaries would be subject to the previously proposed holding company for these businesses not coming through. Theproposal for this is awaiting RBI clearance. When asked whether the bank would look at listing other subsidiaries as well, Kamath said there could be two more probable listings - that of mutual fund arm and private equity business ICICI Ventures, but they could take some time. At current levels, we are undervalued. If you look at embedded value, clearly there is scope for valuation to look different. Value is visible in insurance and asset management company, while there is value embedded in securities and home loan subsidiaries, Kamath said.

Every company needs to consider unlocking of value at various points In mid-2008, the credit control teams at ICICI Bank were confronted with a new set of challenges. Following the subprime mortgage crisis of 2007 in the United States, the world economy witnessed a slowdown. The effect of the subprime turmoil, that was once thought to be limited to the housing loans business, had started spreading to other sectors.

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CHAPTER:-5
CONTROVERSY OVER DEBT RECOVERY METHOD As risk levels accentuated, credit terms needed to be tightened. As a result, the banks were also required to deal with a new challenge of reduced liquidity, which was threatening to become a powerful economic decelerator. Deterioration in the macro-economic environment and the rising interest rates further intensified the challenges faced by banks; ICICI Bank was no exception. Ensuring customer loyalty Amidst these challenges, ICICI Bank had to ensure that its customers remained satisfied with its services and did not switch to its competitors. Debt collection was identified as the key process where a friendlier approach could result in improved customer satisfaction and loyalty. One of the important steps in the debt collection process was choosing the appropriate customer-approach channel for each case. ICICI Bank decided to use business intelligence (BI) to achieve this goal. (See box:A novel approach to debt recovery)

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Span of Analytics Deployment A novel approach to debt recovery One of the most pertinent aspects that ICICI Bank had to pay attention to was debt recovery. Although the primary function of recovery agents is to ensure debt collection, the bank wanted to carry out the process delicately without losing its customers. Thus, the bank introduced customer-friendly practices, which, in addition to ensuring collection, were aimed at improving customer relationship and its own brand value. ICICI Banks defaulter bucket comprised serious delinquencies (high risk) and early delinquencies (low risk). The bank employed a centralized debtors allocation model to allocate the right set of delinqu ent cases to the most appropriate collection channel. The bank uses multiple channels for debt collection. This includes non-intrusive channels such as SMS, e-mails, IVR, dunning letters, and reminder calls through the call centers, which are used to handle early delinquencies. The serious delinquents require a personal visit or may even need initiation of legal action. India, with its varied demographics and diverse customer segments, posed a challenge when it came to servicing the heterogeneous customer-base. The vastness of the Indian market resulted in heavy dependence on the field agencies for debt collections, unlike the western world, where majority of the delinquent pool is serviced by the call centers. The bank management, with the aim to transform debt collection as a customer retention tool, decided to use technology to achieve the objective. It employed analytical models developed with SAS that factored in several parameters such as efficiency of collector, customer profile, risk behavior, and exposure. For instance, low risk and low outstanding debtors may just need a gentle reminder, whereas high risk and high outstanding debtors need to be directly contacted via field agencies or bank employees.

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Figure 2. Reporting of the key parameters

Technology used Prior to theadoption of technology, over a thousand employees of the bank used to manually allocate around 30 lakh delinquent cases across more than 100 locations to around 2,500 channel partners based on subjective rules. However, the manual allocation proved inefficient, and the scale of the exercise called for an analytics-based solution. ICICI Bank selected SAS to develop a centralized debtors allocation model to allocate delinquent cases to the right channels till the last mile. Post the allocation, rules are run on SAS BI, which generates a reverse uploadable file that captures the details of each delinquent case and the channel and collector/collection agency to which it needs to be allocated. This data is made available to the collection work flow system (CAPS), which delivers the details of the case assigned to each individual. The vendor was not involved during the deployment owing to lack of experience in the Indian debt collection process. However, post implementation,
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the vendor optimized the code and ensured that the solution complied with the international standards.

Recovery Models Improved collection efficiency Offering self-service and a multi-channel approach have improved efficiency in debt collection at ICICI Bank. Sridhar Ranganathan, DGM Debt Service Management Group (DSMG) at ICICI Bank, observes, The use of analytics has been a game changer for the DSMG at ICICI Bank. The BI unit (BIU) has played a vital role in important projects like centralized allocation and score cards. The project has resulted in a major shift in the DSMG strategy and improved collection efficiency. Projects like customer categorization have provided crucial insights for strategic decision making. (See Box: Key processes where BI has proved helpful) Tangible benefits

Reduced credit loss: Debt collection performance improvement resulted in credit loss savings. In case of automobile loans, the bank achieved 50% increase in debt collection, thus experiencing substantial reduction in credit loss. More reduction could have been achieved as the centralized allocation was linked to team performance. Improved manpower utilization: Optimized allocation aided better utilization of manpower. Automated and centralized allocation, in case of credit cards and personal loans, could be done by using 80% less manpower.
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Reduced turnaround time (TAT): The TAT for allocation reduced from five to six days to three to four hours, thereby providing more time to collectors on field to resolve cases.

Intangible benefits

Transparency: Since the allocation rules are agreed upon and deployed by a central team in line with business objectives, the system has become highly transparent. Customer delight: The use of soft touch channels for first time defaulters and cases with low outstanding amounts and allocating the same employees for customers availing multiple loans have reduced escalations and resulted in customer delight. Direct collections: The debt collection by bank employees (rather than the traditional model of collecting through trained agents) has increased by 78% in one of the asset products. With BI, high ticket and strategic customers could be identified quickly and offered better customer service.

Key processes where BI has proved helpful Payment propensity/recovery models: The recovery models were based on parameters such as a customers payment history, risk exposure, cross -holdings, geographic location, and others. Customer behavior during the last 12 to 24 months was analyzed (depending upon the product and business objective) while building these models. These models help identify (and hence give differential treatment to) customers based on their payment propensity. The bank now has 10 payment propensity scorecards and 34 segmentation models across customer segments and products, built over two years. The models are updated on a monthly and quarterly basis factoring in the changing customer behavior and business dynamics. The scorecards are deployed using SAS. Pre-delinquency management: This is a critical strategy deployed for nondelinquent customers across products. It involves behavioral analysis of the potential defaulters to assess their credit orientation and worthiness. Traditional methods react to delinquency that has already occurred, whereas the predelinquency management gives an edge by raising an early alarm. Analytical models are developed to identify customers who have higher probability of going delinquent. Further, these customers are offered a wide range of services like soft reminders, SMS campaign, new payment schedule, and flexible credit limits. Loss forecasting: An important tool for risk management adopted by banks at a
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portfolio level. Using analytics across the spectrum in DSMG has brought about a number of efficiencies in the process. As VyomUpadhyay, DGM BIU at ICICI Bank points out, The highlight of the debt collection project was the ability to understand the allocation logic across the country, and put that in a consistent framework that got the best of local flavor and central models. This, along with extensive use of data and models to evaluate performance and prioritize or deprioritize collections, has been widely recognized as the best-in-class use of analytics in collections. Vivek Narayanan Nair, AGM BIU at ICICI Bank adds, This project has enabled rapid deployment of cutting edge statistical models that have not only enhanced process efficiencies but also customer experience.

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CHAPTER 6 RULES AND REGULATION OF ICICI BANK

In the Code, 'you' denotes the credit-card customer and 'we' ICICI Bank Limited as the card issuer. The standards of the Code are governed by the four key commitments detailed in Section 2. Unless stated otherwise, all parts if this Code apply to all our credit-card products and services, whether are provided across the counter, over the phone, on the Internet or by any other method. The commitments outlined in this code are applicable under normal operating environments. In the event of force majeure, we may not be able to fulfill the commitments under this Code. 2. Key Commitments We promise to: 2.1 Act fairly and reasonably in all our dealings with you by:

Making sure our products and services meet relevant laws and regulations ensuring that our dealings with you will rest on ethical principles of integrity and transparency. Not engaging in any unlawful or unethical consumer practice.

Credit Card is a plastic card with a credit facility, which allows you to pay for goods and Services and or to withdraw cash.. 2.2 Explain the following information in simple language to help you understand:

What are the benefits to you How you can avail of the benefits What are their financial implications Whom you can contact to address your queries and how

2.3 Deal quickly and effectively with your queries and complaints by:

Offering channels for you to route your queries listening to you patiently accepting our mistakes, if any correcting mistakes / implementing changes to your address communicating our response to you promptly

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3.

Information (To help you to choose products and services, which meet your needs) 3.1 Before you become a credit card customer, we will:

Give you information explaining the key features of our creditcard products including the applicable fees and charges. Advise you what information/documentation we need from you to enable us to issue a credit card to you. We will also advise you what documentation we need from you with respect to your identity, address, employment, etc. and any other document (e.g. PAN details) that may be stipulated by statutory authorities, in order to comply with legal and regulatory requirements. If we deem necessary, verify the details indicated by you in your credit-card application by contacting you at your residence and/or business telephone numbers and/or physically visiting your residence and/or business addresses through agencies appointed by us for the purpose

3.2 When you apply for a credit card, we will explain the relevant terms and conditions such as fees and interest charges, billing and payment, renewal and termination procedures and any other information that you may require to operate the card. 3.3 We will advise you of our targeted turnaround time when you avail of / apply for a product /service. 3.4 We will send you along with your first credit card, a service guide / member booklet giving detailed terms and conditions, interest and charges applicable and other relevant information with respect to usage of your credit card. 3.5 We will advise you our contact details such as contact telephone numbers, postal address and website/e-mail address to enable you to contact us whenever you need to. 3.6 If you do not recognize a transaction that appears on your credit-card statement, we will give you more details if you ask us. In some cases, we may need you to give us confirmation or evidence that you have not authorised the transaction. 3.7 We will inform you, through the service guide / member booklet of the losses on your account that you may be liable for if your card is lost/misused.

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4. Tariff (Fees/Charges/Interest) 4.1 You will get our schedule of common fees and charges (including rates of interest):

In our application form By referring to the service guide/member booklet By calling up customer service members By visiting out website By asking our designated staff.

4.2 When you become a customer, we will provide you information on the rates of interest applicable on your credit card and we will charge them to your credit card account, if applicable. 4.3 If you ask us, we will explain how we apply interest to your account. 4.4 When we change our tariff (rate of interest, other fees/charges) on our credit-card products, we will update the information on our telephone helpline/web site, and we will inform you through your monthly statement. 5. Marketing Ethics 5.1 Field Personnel

Our sales representatives will identify themselves when they approach you for selling card products. We have prescribed a code of conduct for our Direct Selling Agents (DSAs) whose services we may avail to make our creditcard products available to our customers. The code of conduct is available at our web site. In the event of receipt of any complaint from you that our representative has engaged in any improper conduct, we shall take appropriate steps to redress the complaint.

5.2 Telemarketing

If our tele-marketing staff/agents contact you on the phone for selling any of our credit-card products or with any cross-sell offer, the caller will identify himself/herself and inform you that he/she is calling on our behalf. Our tele-marketing agents will not call those customers who have registered with us in the "Do Not Call registry.

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6. Issuance of Credit Card/PIN 6.1 We will dispatch your credit card through courier / post, only to the mailing address indicated by you. Alternatively, we will deliver your credit card to our branch that maintains your banking account(s) under intimation to you. You may collect it from them by showing proper proof of your identity. 6.2 We may also issue deactivated credit card if we consider your profile appropriate for issuing credit card and each deactivated card will become active only after your acceptance of the card. 6.3 Your PIN (personal identification number) when allotted will be sent to you separately. 7. Account Operations Credit Card statements 7.1 To help you manage your credit-card account and check details of purchases / cash drawings using your credit card, we will offer you a facility to receive credit-card transaction details either via monthly statement by post or through the Internet. Your credit-card statement will be dispatched to you on a predetermined date of every month that will be notified to you. 7.2 In the event of your non-receipt of this information, we request you to get in touch with us so that we can arrange to re-send the details to enable you to make the payment and highlight exception, if any, in a timely manner. 7.3 We will let you know / notify changes in fees and charges and terms and conditions. Normally, changes (other than in rates of interest and as a result of regulatory requirements) will be made only with prospective effect, giving notice of at least one month. 7.4 Your signature on the charge slip is not mandatory. The fact that the card is present at the point of sale (POS) during the transaction is construed as a genuine transaction. Protecting your account. 7.5 We will advise you what you can do to prevent your credit card from misuse. 7.6 In the event your credit card has been lost or stolen or that someone else has come to know your PIN or other security information, we will require you to notify us and take immediate steps to prevent these from being misused, subject to the regulations and law in force. Processing activities at ICICI Bank 7.7 We may allow processing of credit-card-related activities including operations and cross-selling to third party agencies that we consider appropriate for these purposes.
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8. Confidentiality of Account Details 8.1 We will treat all your information as private and confidential (even when you are no longer a customer). We will not reveal transaction details of your accounts to a third party, including entities or groups, other than in the following four exceptional cases when we are allowed to do it:

If we have to give the information by law If there is a duty toward the public to reveal the information If our interests require us to give the information (e.g, to prevent fraud) but we will not use this as a reason for giving information about you or your accounts (including your name and address) to anyone else, including the other companies of our group, for the purpose of marketing. If you ask us to reveal the information, or if we have your permission to provide such information to our group entities, associate entities or companies with whom we may have tie-up arrangements for providing other financial service products.

9. Collection of dues Our bank's policy on collection of dues is built on courtesy, fair treatment and persuasion. We believe in fostering customer confidence and long-term relationships. Our staff or any person authorised to represent us in collection of dues and/or repossession of a security will identify himself/herself and interact with you in a civil manner. We will provide you with all the information regarding dues and will give you sufficient notice for their payment. Our staff/agencies are governed by the Model Code for Collection of Dues and Repossession of Security of the Indian Banks' Association. 10.Redressal of Grievances. 10.1Redressal of your complaints internally

We have a Grievance Redressal Cell/Department/Centre within the organization. If you want to make a complaint, we will tell you how to do this and what to do if you are not happy with the outcome. Our staff will help you with any queries you have. Our complaint-handling procedure is displayed at our website. The timeframe for responding to your complaints and the escalation process etc. are also displayed at the website.

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Redressal of your complaints externally - Banking Ombudsman Service and Other Avenues If you do not get a satisfactory response from us within 60 days of lodging a complaint with us and you wish to pursue other avenues for redressal, you may approach the Banking Ombudsman appointed by Reserve Bank of India under Banking Ombudsman Scheme 2002. 11.Termination of Credit Card 11.1You may terminate your credit card by giving notice to us and by following the procedure laid down by us in our service guide / member booklet after clearing outstanding dues, if any. 11.211.2 We may terminate your credit card, if in our understanding you are in breach of the cardholder agreement.

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CHAPTER 7. CONCLUSION
It is a study of ICICI bank . The industrial credit & investment corporation india (ICICI) was established on january 5, 1995. The balance-sheet along with the income statement is an important tools for investors and many other parties who are interested in it to gain insight into a company and its operation. The balance sheet is a snapshot at a single point of time of the companys accounts- covering its assets, liabilities and shareholder se q u i t y P & L account tells the net profit and net loss of a company and its appropriation .In the case of ICICI Bank, during fiscal 2008, the bank continued to grow and diversify its assets base and revenue streams. Bank maintained its leadership in all main areas such as retail credit, wholesale business, international operation, insurance, mutual fund, rural banking etc. Continuous increase in the number of branches, ATM and electronic channels shows the growth take place in bank. Trend analysis of profit & loss account and balance sheet shows the % change in items of p & l a/c and balance sheet i.e. % change in 2006 from 2005 and %change in 2007 from 2006. It shows that all items are increased mostly but increase in this year is less than as compared to increase in previous year. In p& l a/c, all items like interest income, non-interest income, interest expenses, operating expenses, operating profit, profit before tax and after tax is increased but in mostly cases it is less than from previous year but in some items like interest income, interest expenses, provision % increase is more. Some items like tax, depreciation, lease income is decreased. Similarly in balance sheet all items like advances, cash, liabilities, deposits is increased except borrowings which is decreased. % increase in some item is more than previous year and in some items it is less. Ratio analysis of financial statement shows that banks current ratio is better than the quick ratio and fixed/worth ratio. It means bank has invested more incurrent assets than the fixed assets and liquid assets. Bank have given more advances to its customer and they have less cash in their hand. Profitability ratio of bank is lower than as compared to previous year. Return on equity is better than the return on assets.T h e c a s h f l o w s t a t e m e n t s h o w s t h a t n e t i n c r e a s e i n c a s h g e n e r a t e d f r o m operating and financing activities is much more than the previous year but cash generated from investing activities is negative in both year. There is increase of 159,708,479 thousand RS. in Increase in cash & cash equivalents from previous year. Therefore analysis of cash flow statement shows that cash inflow is more than the cash outflow in ICICI Bank .

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CHAPTER 8.
BIBLOGRAPHY WEBSITE http://www.icicibank.com/index.html?utm_source=Google_Adwords&ut m_medium=CPC&utm_campaign=Search-ICICI-Core-Terms_Exp http://www.icicibank.com/Personal-Banking/insta-banking/internetbanking/ http://www.icicibank.com/aboutus/history.html

http://en.wikipedia.org/wiki/ICICI_Bank
Books IRUKWO, J O, Fundamentals of Insurance Law, 2008 Edition, Page No.
288 BRADLEY W. MATTHIESEN, GARY L. WICKERT, DOUGLAS W. L EHRER, Fundamentals of Insurance Coverage in all 50 states, 2nd Edition, Page No.196 S.P GUPTA, Statistical Methods, 2008 Edition, Pages No.127,192,953 Donald R. Cooper, Pamela S.Schindler, Business Research Methods, 9th Editin

Magazine and Journals:

BUSINESS INDIA, April 2013 INDIA TODAY, December 2013 ECONOMICS TIMES, 28th March 2013 BUSINESS LINE, 21th April 2013

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