HDFC BANK

INTRODUCTION:-

HDFC is India's premier housing finance company and enjoys an

impeccable track record in India as well as in international markets.
Since its inception in 1977, the
Corporation has maintained a consistent
and healthy growth in its operations to
remain the market leader in mortgages. Its
outstanding loan portfolio covers well over
a million dwelling units. HDFC has
developed significant expertise in retail
mortgage loans to different market
segments and also has a large corporate client base for its housing
related credit facilities. With its experience in the financial markets, a
strong market reputation, large shareholder base and unique consumer
franchise, HDFC was ideally positioned to promote a bank in the Indian
environment.

MISSION:-

HDFC Bank's mission is to be a World-Class Indian Bank.

OBJECTIVES:-

The objective is to build sound customer franchises across distinct

businesses so as to be the preferred provider of banking services for
target retail and wholesale customer segments, and to achieve healthy
growth in profitability, consistent with the bank's risk appetite. The bank
is committed to maintain the highest level of ethical standards,
professional integrity, corporate governance and regulatory compliance.
HDFC Bank's business philosophy is based on four core values –

1
 Operational Excellence, Customer Focus, Product Leadership and
People.

MANAGEMENT:-

Mr. Jagdish Capoor took over as the bank's Chairman in July

2001. Prior to this, Mr. Capoor was a Deputy Governor of the Reserve
Bank of India.
The Managing Director, Mr. Aditya Puri, has been a professional
banker for over 25 years, and before joining HDFC Bank in 1994 was
heading Citibank's operations in Malaysia.

The Bank's Board of Directors is composed of eminent individuals

with a wealth of experience in public policy, administration, industry
and commercial banking. Senior executives representing HDFC are also
on the Board.

Senior banking professionals with substantial experience in India

and abroad head various businesses and functions and report to the
Managing Director. Given the professional expertise of the management
team and the overall focus on recruiting and retaining the best talent in
the industry, the bank believes that its people are a significant
competitive strength.

SHAREHOLDING PATTERN:-

PROMOTERS
HOLDINGS
22%
41% NON
PROMOTERS
HOLDINGS
37% OTHERS

2
 NON-PROMOTERS’ HOLDINGS:-

MUTUAL FUNDS
3% 12% & UTI
BANKS, FI'S AND
INSURANCE

85% FII

SHAREHOLDING OF OTHERS:-

PRIVATE CORP BODIES

INDIAN PUBLIC
3%
31% NRIs AND OCBs
49%
STRATEGIC
1% INVESTORS
BENNETT & COLEMAN
3% GROUP
13% ADRs

3
 UTI BANK
INTRODUCTION:-

UTI Bank was the first of the new private banks to have begun
operations in 1994, after the Government of India allowed new private
banks to be established. The Bank was promoted jointly by the
Administrator of the specified undertaking of the Unit Trust of India
(UTI - I), Life Insurance Corporation of India (LIC) and General
Insurance Corporation Ltd. and its associates viz. National Insurance
Company Ltd., The New India Assurance Company, The Oriental
Insurance Corporation and United Insurance Company Ltd.

The Bank today is capitalized to the extent of Rs. 278.50 Crores

with the public holding (other than promoters) at 72.26 %.

The Bank's Registered Office is at Ahmedabad and its Central

Office is located at Mumbai. Presently the Bank has a very wide
network of more than 373 branch offices and Extension Counters. The
Bank has a network of over 1737 ATMs providing 24hrs a day banking
convenience to its customers. This is one of the largest ATM networks
in the country.

The Bank has strengths in both retail and corporate banking and is
committed to adopting the best industry practices internationally in order
to achieve excellence.

MISSION:-

• Customer Service and Product Innovation tuned to diverse needs of

individual and corporate clientele.
• Continuous technology up gradation while maintaining human values.
• Progressive globalization and achieving international standards.
• Efficiency and effectiveness built on ethical practices.

4
CORE VALUES:-

• Customer Satisfaction through

o Providing quality service effectively and efficiently
o Smile, it enhances your face value" is a service quality
Stressed on.
o Periodic Customer Service Audits
• Maximization of Stakeholder value
• Success through Teamwork, Integrity and People

PROMOTERS:-

UTI Bank Ltd. has been promoted by the largest and the best
Financial Institution of the country, UTI. The Bank was set up with a
capital of Rs. 115 crore, with UTI contributing Rs. 100 crore, LIC - Rs.
7.5 crore and GIC and its four subsidiaries contributing Rs. 1.5 crore
each.

BOARD OF DIRECTORS:-

Dr. P. J. Nayak - Chairman & Managing Director

Shri Surendra Singh - Director
Shri N.C. Singhal - Director
Shri A.T. Pannir Selvam - Director
Shri J.R. Varma - Director
Dr. R. H. Patil - Director
Smt. Rama Bijapurkar - Director
Shri R B L Vaish - Director
Shri S. Chatterjee - Executive Director (Whole Time)
Shri S B Mathur - Director
Shri M V Subbiah - Director
Shri Ramesh Ramanathan - Director

5
SHAREHOLDING PATTERN:-

As on 30/9/2005 the Shareholding Pattern of UTI Bank is

divided in mainly three parts:

a) Promoters’ Holding
b) Non – Promoters’ Holding
c) Others.

Shareholding Pattern

Promoters'
30% Holdings
44% Non Promoters'
Holdings
26% Others

1) Promoters’ Holdings:-

Rs.
UTI Trust

13%
Life Insurance
24% Corporation of
India Ltd.
63% GIC and 4 PSU
Insurance
companies

6
2) Non Promoters’ Holdings:-

Rs.
Mutual Funds

23% Banks &

2% Insurance
Companies
FII's
75%

3) Others:-

Rs.
Private Corporate
Bodies
5% 19% Indian Public

0%
NRIs/OCBs

76% Any Other (please

specify)-FDI Route

7
SERVICE OFFERED:-

Various Services offered by UTI Bank are as follows:

a) Consumer Banking
b) NRIs
c) Retail Loans
d) Corporate Banking
e) Treasury
f) Capital Markets
g) Financial Advisory Services

BRANCHES:-

Notwithstanding the immense benefits that Internet Banking

brings, the Bank also has other distribution channels. At the end of
September 2005, the Bank increased its reach to 211 cities, towns and
villages across the country through 373 Branches & Extension counters
and 1737 ATMs. The Bank offers a complete range of retail and
corporate services, including retail loans, corporate credit, forex
services, investment banking, depository services, and investment
advisory services. Our deposit base currently stands at over Rs. 34,000
crores with over 37 lakh accounts.

8
 STATE BANK OF INDIA
INTRODUCTION:-

The Bank is actively involved since 1973 in non-profit activity

called Community Services Banking. All the branches and
administrative offices throughout the country sponsor and participate in
large number of welfare activities and social causes. Its business is more
than banking because It touches the lives of people anywhere in many
ways.

The origin of the State Bank of India goes back to the first
decade of the nineteenth century with the establishment of the Bank of
Calcutta in Calcutta on 2 June 1806. Three years later the bank received
its charter and was re-designed as the Bank of Bengal (2 January 1809).
A unique institution, it was the first joint-stock bank of British India
sponsored by the Government of Bengal. The Bank of Bombay (15
April 1840) and the Bank of Madras (1 July 1843) followed the Bank of
Bengal. These three banks remained at the apex of modern banking in
India till their amalgamation as the Imperial Bank of India on 27
January 1921.

Primarily Anglo-Indian creations, the three presidency banks

came into existence either as a result of the compulsions of imperial
finance or by the felt needs of local European commerce and were not
imposed from outside in an arbitrary manner to modernize India's
economy. Their evolution was, however, shaped by ideas culled from
similar developments in Europe and England, and was influenced by
changes occurring in the structure of both the local trading environment
and those in the relations of the Indian economy to the economy of
Europe and the global economic framework.

The Imperial Bank during the

three and a half decades of its existence
recorded an impressive growth in terms
of offices, reserves, deposits,
investments and advances, the increases
in some cases amounting to more than
six-fold. The financial status and

9
security inherited from its forerunners no doubt
provided a firm and durable platform.

But the lofty traditions of banking which the Imperial Bank consistently
maintained and the high standard of integrity it observed in its
operations inspired confidence in its depositors that no other bank in
India could perhaps then equal. All these enabled the Imperial Bank to
acquire a pre-eminent position in the Indian banking industry and also
secure a vital place in the country's economic life.

When India attained freedom, the Imperial Bank had a capital

base (including reserves) of Rs.11.85 crores, deposits and advances of
Rs.275.14 crores and Rs.72.94 crores respectively and a network of
172 branches and more than 200 sub offices extending all over the
country.

In 1951, when the First Five Year Plan was launched, the
development of rural India was given the highest priority. The
commercial banks of the country including the Imperial Bank of India
had till then confined their operations to the urban sector and were not
equipped to respond to the emergent needs of economic regeneration
of the rural areas. In order, therefore, to serve the economy in general
and the rural sector in particular, the All India Rural Credit Survey
Committee recommended the creation of a state-partnered and state-
sponsored bank by taking over the Imperial Bank of India, and
integrating with it, the former state-owned or state-associate banks.
An act was accordingly passed in Parliament in May 1955 and the
State Bank of India was constituted on 1 July 1955. More than a
quarter of the resources of the Indian banking system thus passed
under the direct control of the State. Later, the State Bank of India
(Subsidiary Banks) Act was passed in 1959, enabling the State Bank
of India to take over eight former State-associated banks as its
subsidiaries (later named Associates).

The State Bank of India was thus born with a new sense of social
purpose aided by the 480 offices comprising branches, sub offices and
three Local Head Offices inherited from the Imperial Bank. The
concept of banking as mere repositories of the community's savings and
lenders to creditworthy parties was soon to give way to the concept of
purposeful banking subserving the growing and diversified financial
needs of planned economic development. The State Bank of India was
10
 destined to act as the pacesetter in this respect and lead
the Indian banking system into the exciting field of
national development.

BOARD OF DIRECTORS:-

Shri Arun Kumar Purwar - Chairman

Shri K. Ashok Kini - Managing Director
Shri.T.S.Bhattacharya - Managing Director
Shri.K.P.Jhunjhunwala - Director
Prof. M.S. Swaminathan - Director
Shri.Ajay G.Piramal - Director
Shri.Suman Kumar Bery - Director
Dr. Ashok Junjhunwala - Director
Shri.A.C.Kalita - Director
Shri. Amar Pal - Director
Shri.Arun Singh - Director
Shri.Rajiv Pandey - Director
Shri.Piyush Goyal - Director
Shri.Ashok K Jha - Director
Smt.Shyamala Gopinath - Director

ASSOCIATE BANKS:-

State Bank of India has the following seven Associate Banks (ABs)
with controlling interest ranging from 75% to 100%.

1. State Bank of Bikaner and Jaipur (SBBJ)

2. State Bank of Hyderabad (SBH)
3. State Bank of Indore (SBIr)
4. State Bank of Mysore (SBM)
5. State Bank of Patiala (SBP)
6. State Bank of Saurashtra (SBS)
7. State Bank of Travancore (SBT)

The seven ABs have a combined network of 4596 branches in

India which are fully computerized and 1070 ATMs networked with
SBI ATMs, providing value added services to clientele.

11
 The ABs recorded an impressive performance
during 2003-04. The combined net profit of these banks
increased by 38% over the

previous year to reach Rs.1938 crores. Deposits and advances grew by

20% and 22%, respectively, during the year. Three of the ABs viz.
SBIr, SBP and SBS achieved NIL Net NPA status while the combined
Net NPA ratio of all ABs was at 0.84% as on 31st March 2004.

SHAREHOLDING PATTERNS:-

CONTROLLING /
STRATEGIC
40% HOLDINGS
60% FREE FLOAT

DOMESTIC/FOREIGN SHAREHOLDINGS:-

TOTAL
DOMESTIC
49% HOLDINGS
51% TOTAL FOREIGN
HOLDINGS

12
 BANK OF BARODA
INTRODUCTION:-
It all started with a visionary Maharaja's uncanny foresight into the
future of trade and enterprising in his country. On 20th July 1908, under the
Companies Act of 1897, and with a paid up capital of Rs 10 Lacs started the
legend that has now translated into a strong, trustworthy financial body,
THE BANK OF BARODA.

It has been a wisely orchestrated growth, involving corporate

wisdom, social pride and the vision of helping others grow, and growing
itself in turn.

The founder, Maharaja Sayajirao Gaekwad, with his insight

into the future, saw "a bank of this nature will prove a beneficial agency
for lending, transmission, and deposit of money and will be a powerful
factor in the development of art, industries and commerce of the State
and adjoining territories."

These words are etched into the mind, body and soul of what has
now become a banking legend. Following the Maharaja's words, the
emblem has been crafted to represent wealth, safety, industrial
development and an inclination to better and promote the country's
agrarian economy. This emblem shows a coin, symbolizing wealth,
embossed with an upraised palm, a safety cover for the depositor's
money, with a cogwheel that promotes industrial growth in tandem with
the two corn ears that stand for the progress of the staple agricultural
growth in the country.

It has been a long and eventful journey

of almost a century across 21 countries. Starting in
13
 1908 from a small building in Baroda to its new hi-rise and hi-tech
Baroda Corporate Centre in Mumbai, is a saga of vision, enterprise,
financial prudence and corporate governance.

BOARD OF DIRECTORS:-

Dr. Anil K. Khandelwal - Chairman & Managing Director

Shri Avinash Chander Mahajan - Executive Director
Shri Vinod Rai - Nominee of The Govt. Of India
Shri G.K. Sharma - Nominee of RBI
Smt. Masarrat Shahid - Director
Shri T.K.Balasubramanian - Director
Shri Manesh Prabhulal Mehta - Director
Shri Pradip N. Khandwalla - Director
Dr. Deepak Bhaskar Phatak - Director
Dr. Dharmendra Bhandari - Director

BRANCH NETWORK:-

No. of Branches
Metro

Urban
1% 18%
Semi-Urban
43%
18% Rural

20% Foreign
(Overseas)
Bank of
Baroda
has its Global Presence in the Countries like Bahamas, Belgium,
Botswana, China, Fiji, Islands, Guyana, Hong Kong, Kenya,
Mauritius, Malaysia, Seychelles, South Africa, Sultanate of Oman,
Tanzania, Thailand, Uganda, United Arab Emirates, United Kingdom,
United States of America, and Zambia.

14
SHAREHOLDING PATTERN:-

PROMOTERS
RS.
FIIS
RESIDENT INDIVIDUALS
IFI'S
MUTUAL FUNDS

7%4%3%1%
1%
0%
0%
0% BODIES CORPORATES
NRIS
17% EMPLOYEES
BANKS
67% CLEARING MEMBERS
HUF
OCBs
TRUSTS
TRANSIT

MISSION:-
The Bank shall continue its endeavor to enhance shareholders'
value by protecting their interest and defend their rights by ensuring
performance at all levels, and maximizing returns with minimal use of
resources in its pursuit of excellence in corporate life. The Bank shall
comply with not only the statutory requirements, but also voluntarily
formulate and adhere to a set of strong Corporate Governance
practices. The Bank shall strive hard to best serve the interests of its
stakeholders including shareholders, customers, Government and
public at large.

15
 Swot analysis:
SBI :-

STRENGTHS:
India's oldest, largest and most successful commercial bank, offering the
widest possible range of domestic, international and NRI products and
services, through its vast network in India and overseas, easily accessible,
law interest cost, free personal accident insurance

WEAKNESS:
Limited use of technology ,Poor infrastructure

OPPORTUNITIES:
Going global (opening branches in foreign countries)

THREATS:
Emerging private sector banks with better technology and services

BANK OF BARODA:-

STRENGTHS:
India’s number one public bank making hufe foreign transactions.

WEAKNESS:
Less numbers of branches and ATM

OPORTUNITIES:
Looking forward to develop new branches in foreign countries.

16
THREATS:
Emerging private sector banks with better technology and services

ICICI :-

STRENGTHS:
Branch network , brand name , very fast service, No. one private sector bank
of India,

WEAKNESS:
High average balance maintenance , maintenances charges are high.

OPPORTUNITIES:
Untapped rural market of India

THREATS:
Emerging private banks like Citibank and HDFC bank

HDFC :-

STRENGTH:
Maintains the highest level of ethical standards, professional integrity,
corporate governance and regulatory compliance, Operational Excellence,
Customer Focus, Product Leadership and People.

WEAKESS:
Limited number of branches

OPPRTUNITIES:
Untapped rural markets of India.

THREATS:
Competition among the private players.

17
UTI:

STRENGTH:
Customer Focus ,best infrastructure

WEAKNESS:
Less number of branches and ATMS

OPPORTUNITIES:
Untapped rural market of India , collaborating with other banks for
providing free services to the customers.

THREATS :
Competition with other banks

18
 COMPARISION OF SELECTED PRIVATE Vs
PUBLIC SECTOR BANKS WITH DATABASE 2004-
2005

TOTAL ASSETS:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 407815.28 459882.87 12.77
BOB 85108.66 94664.24 11.23
ICICI 125228.87 167659.41 33.88
HDFC 42306.99 51429.00 21.56
UTI 24150.17 37743.69 56.29

 Public sector banks total assets increased by 19%

 Private sector banks total assets increased by 23%

CAPITAL:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 526.30 526.30 -
BOB 294.53 294.53 -
ICICI 966.40 1086.78 12.46
HDFC 284.79 309.88 8.81
UTI 231.58 273.80 18.23
19
  Public sector banks capital increased by 19.76%

NETWORTH:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 20231.28 24072.14 18.98
BOB 5130.93 5627.76 9.68
ICICI 8360.56 12899.98 54.30
HDFC 2693.33 4520.28 67.83
UTI 1138.05 2421.61 112.79

 The net worth of public sector banks increased by 25.80%

 The net worth of private sector banks increased by 41.57%

DEPOSITS:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 318618.67 367047.53 15.20
BOB 72967.32 81333.46 11.47
ICICI 68108.58 99818.78 46.56
HDFC 30408.86 36354.25 19.55
UTI 20953.90 31712.00 51.34

 The deposit of public sector banks increased by 15.97%

 The deposit of private sector banks increased by 24.67%

ADVANCES:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 157933.54 202374.45 28.14
BOB 35600.88 43400.38 21.91
ICICI 62647.63 91405.15 45.90
HDFC 17744.51 25566.30 44.08
20
UTI 9362.95 15602.92 66.65

 ICICI banks advances increased by 45.90 %.

 SBI advances increased by 28.14%
INVESTMENTS:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 185676.48 197097.91 6.15
BOB 38018.81 37074.44 -2.48
ICICI 43435.52 50487.35 16.24
HDFC 19363.46 19349.81 -0.07
UTI 7792.76 14274.95 83.18

 Public sector banks investments were up by 0.08%

 Private sector banks investments were up by 0.07%

NET PROFIT:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 3681.00 4304.52 16.94
BOB 967.00 676.84 -30.01
ICICI 1637.11 2005.20 22.48
HDFC 509.50 665.56 30.63
UTI 278.31 334.58 20.22

 Public sector banks net profit fell by 6.73%

 Private sector banks net profit fell by 12.80%

TOTAL INCOME:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 38072.95 39547.90 3.87
BOB 7866.08 7736.25 -1.65
ICICI 12067.31 12826.03 6.29
HDFC 3028.96 3744.83 23.63
21
UTI 2138.69 2339.98 9.41

 Total income of public sector banks rose 4.26%

 Total income of private sector banks rose 2.55%
INTEREST INCOME:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 30460.49 32428.00 6.46
BOB 6147.07 6431.42 4.63
ICICI 9002.39 9409.89 4.53
HDFC 2548.93 3093.49 21.36
UTI 1598.54 1924.16 20.37

 Public sector banks interest income increased by 9.26%

 Private sector banks interest income increased by 6.90%

FEE INCOME:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 3120.72 3544.67 13.59
BOB 344.45 342.60 -0.54
ICICI 1071.80 1921.00 79.23
HDFC 320.35 604.96 88.84
UTI 182.41 330.52 81.20

 Public sector banks fee income increased by 13.50%

 Private sector banks fee income increased by 63.84%

NET NPA:

BANKS(in Rs. 2004 2005 %change

Crore)
SBI 5441.73 5348.89 -1.71
BOB 1042.00 619.64 -40.53
ICICI 2037.00 1983.00 -2.65
HDFC 27.95 60.63 116.92
UTI 112.21 216.85 93.25
22
  HDFC banks NPA’s increased by 116.92%
 BOB banks NPA’s declined by 40.53%

BIBLIOGRAPHY

 www.gogle.com
 www.icicibank.com
 www.hdfcbank.com
 www.sbibank.com
 www.utibank.com
 www.bankofbaroda.com
 Business standard banking annual

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