SUMMER TRANING PROJECT REPORT ON FINANCIAL ANALYSIS OF FINANCIAL STATEMENT

UNDERGONE AT BARODA GRAMIN BANK UTTAR PRADESH

In partial fulfillment of the requirement for the Degree of MASTER OF BUSSINESS ADMINISTRATION
SESSION (2007-2009)

AFFILIATED TO U.P. TECHNICAL UNIVERSITY, LUCKNOW SUBMITTED TO:Mr. SOMESH SHARMA

SUBMITTED BY:KAMLESH TRIPATHI

MBA 2nd year Roll No- 0701570038

PREFACE
The business word today is consider different and more complex than it was just year ago. Today we experience improving economic rising interest rate .excuse ,out soucising ,more attention to business ethics. Finance is difficult to understand but very important in the business era . The organization life totally depends on the financial position of the firm or organization if the finance position is good then organization run smoothly. Today Bank play important role of the any company growth and run the business. Bank provide loan to the business to produce better quality of good nd service and satisfy the customer need. In the rural sector government help to the bank to given loan to the farmer. In the recent day government given loan relief to the farmer and that is beneficial to the entire farmer. In this project I am mention these point which are important to the any Bank. Because without any benefit no body done any work. So that is important think is that what all these mention in the project are actually happen in the bank. In India 70% people depend on the agriculture and same percent people living in the rural area, so that some bank point these area, where people only think about living is the life , but now time to change and every body want to become rich person and he become if you have money . In people life money is biggest problem if you have money then everything in your hand neither nothing in the life. So that bank provide facility to save money for bright future.

ACKNOWLEDGEMENT

It is a privilege and pleasure to express the deep sense of gratitude to Mr. S. K. Sill Finance Manager of Baroda Gramin Bank Uttar Pradesh for his valuable guidance and encouragement during the course of project work. I am extremely grateful to the authorities of Invertis Institute of Management Studies, Bareilly Placement cell teacher which help me and guide to done the summer training on the particular company.

I would like to thank my concerned faculty Mr. Somesh for extending her immense help while completing my project successfully.

I would also like to special thanks to Mr. Rahul Singh sir which are help to make project and valuable guidance & suggestion time to time.

(KAMLESH KUMAR TRIPATHI)

DECLARATION

I am Kamlesh Kumar Tripathi , Roll no. 0701570038 a student of MBA third Semester of Invertis Institute of Management Studies, Bareilly hereby declare that the summer training project report on the topic Profit Analysis of the Bank is my original work and the same has not been submitted for the award of any other diploma or degree.

PLACE Bareilly (KAMLESH KUMAR TRIPATHI)

CONTENTS

1. INTRODUCTION

Page No.

1.1 Company Profile 6-17 1.2 Product and Service..18-24 IRDA.25-27 Board of Directors & Management Team.28-29 Award & Recognitions.30-34 Products & Services.35-60 Performance of the company.61-63 Introduction of Topic..64-76 Objective of Study...77-78 Research Methodology.79-83 Limitation of Research Finding 84

Data Analysis85-92 Summery of Finding93-98 Suggestion & Conclusion99-101 Bibliography.. 102

Appendix103-105

COMPANY PROFILE

HISTORY

The RRBs were established in India under RRB Act 1976 [23(1)]. Bank of Baroda had sponsored 19 RRBs in the country of which 7 RRBs were in eastern Uttar Pradesh. During the period from 1976 to 2006 banking industry had undergone various changes and RRBs were no exception. Considering the need for structural changes in RRBs in view of dynamically changing economic scenario, Govt. of India vide its notification dt. 23.02.2006 amalgamated 7 RRBs of Eastern Uttar Pradesh namely Allahabad Kshetriya Gramin Bank, Sultanpur Kshetriya Gramin Bank, Faizabad Kshetriya Gramin Bank, Pratapgarh Kshetriya Gramin Bank, Kanpur Kshetriya Gramin Bank, Raebareli Kshetriya Gramin Bank, Fatehpur Kshetriya Gramin Bank, sponsored by Bank of Baroda. Thus emerged a new corporate called Baroda Eastern Uttar Pradesh Gramin Bank with its Head Office in Raebareli

VISION
To stage a turn around in profitability and NPA reduction, to double the flow of credit to agriculture, to achieve a quantum jump in savings bank deposit mobilization, to ensure saturation of villages in our service area, to prepare a committed and knowledgeable workforce with a view to transforming the Bank into the most preferred banking outlet in rural areas.

MISSION
Mission is to transform into a Bank with sound financials committed to overall economic development of rural areas with care, competence and compassion towards its customers.

Contact Us

HEAD OFFICE. Address:

A-1, Civil Lines,RAEBARELI : 229 001

Phone No: Fax No: E_mail :

0535 - 2702050 0535 - 2700723 ho@barodagraminbank.com

Regional office Allahabad Address: Phone No: Fax No: E_mail : Regional office Kanpur Address: Phone No: Fax No: E_mail : Regional office Partapgarh Address: Phone No: Fax No: E_mail :
City Road ,PRATAPGARH 05342 - 220235 05342 220235 prtro@barodagraminbank.com 117 / N / 26 , .Kakadeo, KANPUR 0512 -2505411 0512 2505413 knpro@barodagraminbank.com 3 - D, Tashkent Marg ALLAHABAD 0532 - 2607602 0532 - 2607653 alhro@barodagraminbank.com

Regional office Faizabad Address:

FAIZABAD Baldeo Niwas Compound,Acharya Narendra Deo Road,

Phone No: Fax No: E_mail :

05278 241194 05278 241706 fzbro@barodagraminbank.com

BOARD OF DIRECTOR
The Governance of Baroda Eastern Uttar Pradesh Gramin Bank is through its Board of Directors. Structure of the Board is as under:

1.

Shri Dinesh Sharma

Deputy General Manager of Bank of Baroda, joined the Bank in 1972 and carries with him a rich and varied experience of being branch head of many branches in Rajasthan, faculty member of Training Centre, Jaipur, Chief Manager - IT in the IndoZambia Bank, Lusaka, Assistant General Manager at Zonal Inspection Centre, Ahmedabad, AGM Udaipur Region and Deputy General Manager - SME, Baroda Corporate Centre - Mumbai. Born on 27th July 1951, Shri Sharma besides being a science graduate and CAIIB, holds Post-Graduate Diploma in Banking and Finance. His journey in Bank of Baroda epitomises his conviction that hard work, honesty and dedication always pays in the long run.
2.

Shri Ram Sudhar

Deputy General Manager, Reserve Bank of India. A richly experienced banker with humble beginning, being born on 01.02.1948 in village Khanipur in Lambhua Tehsil of Sultanpur (UP) he is M.Com. CAIIB,DBF. After beginning his carrier in District cooperative Bank Sultanpur, he joined Reserve Bank of India in 1972. He has been incharge of Deposit Accounts department, RPCD and Urban Banks Department in RBI. A simple man his lifes philosophy is be honest and try to help others without expecting anything from them.

3.

Shri M.R. Butolia

Shri M.R.Butolia, Deputy General Manager, NABARD, Born on May 13, 1949 in New Delhi, he did his post-graduation in Economics and also acquired post-graduation diploma in personal Management. He joined Reserve Bank of India in 1976 as officer and opted to migrate to NABARD in1982. He has been departmental head of the department for Supervision of co-operative Banks and Regional Rural Banks. He believes in Work hard as much as you can and enjoy life as much as you can".

4.

Rakesh Krishna

Shri Rakesh Krishna, Addl. Director Directorate of Institutional Finance & Insurance, Govt. of Uttar Pradesh, Born on 21st June 1959 in the beautiful city of Allahabad he holds a post-graduate degree in Science. Having started his career with Reserve Bank of India and gaining rich experience there in various departments he has been serving the utter Pradesh Government in various capacities and is presently the Additional Director in the Directorate of Institutional Finance. An upright individual, for
him Honesty is the best policy".

5.

Shri Suresh Kumar Puri

Deputy Director, Directorate of Institutional Finance, Allahabad, Born on July 1, 1957 in Sitapur (U.P), he is a double post graduate in commerce as well as in Economics. After being a Research Officer in the Planning Department of UP Government, he has been serving the State Government as class I officer since 1980 and is presently Deputy Director, Institutional Finance. A simple man he believes in being honest and true.
6.

Sunil K. Srivastava
head of Uttar Pradesh & Uttarakhand Zone of

Shri S.K. Srivastava, General Manager,

Bank of Baroda, represents the sponsor bank on the Board and bring with him rich experience and acumen of banking operations and administration. Born on July 7, 1949 at Shahjehanpur (U.P.), he holds a post graduate degree in Physics and CAIIB as professional qualification. He joined Bank of Baroda on 07.12.70 as a DRO. During his illustrious career spanning 37 years has been branch manager of many rural, semiurban, urban and metro branches, Regional Manager of Faizabad Region (U.P.), Jodhpur Region (Rajasthan), Kolkata Metro Region and Lucknow Region. Before his elevation as General Manager, he was the Zonal Head of MP and Chattisgarh Zone.
7.

B. Kailash Shankar

Shri B. Kailash Shankar, Dy. General Manager,

Bank of Baroda. Born on October 16,

1950 in Kollam district of state of Kerala, he comes with a wealth of academic and professional qualification, which includes B.Sc, B.L, PGDSSA, DCA. Starting his career as Chief Labour Officer withCalicut Modern Spinning & Weaving Mills, Kozhikode, Kerala, he joined Bank of Baroda in 1979 as Personnel Officer. Rising in hierarchy due to his hard work & sharp intellect, he became Assistant General Manager (Industrial Law) at Baroda CorporateCentre, Mumbai. In between he held various positions in Personnel/ HRM department at Hyderabad, Lucknow, Bareilly, Delhi & Mumbai. An expert in HRM he switched over to operational side in May 2005 and has been heading the Allahabad Region as Regional Head very successfully.

CHAIRMAN
FIRST CHAIRMAN OF THE BARODA GRAMIN BANK:Shri Rakesh Kumar Bansal, the first Chairman of Baroda Eastern Uttar Pradesh Gramin Bank has the distinction of being one of the youngest executive to be elevated to the rank of Deputy General Manager in Bank of Baroda in the year 2003. Born on 21.01.1954, with an academically sound background with graduation in Science & Law, he joined Bank of Baroda in 1973, Equipped with the professional qualification of CAIIB, he soon started climbing the ladder of success by dint of sheer hard work, sharp & deep insight, perseverance, knowledge & leadership qualities. Having varied experience in branch banking and administrative offices he rose to be the chairman of the erstwhile

Shahjehanpur Kshetriya Gramin Bank, which position he adorned from June 1997 to April 2002

CURRENT CHAIRMAN OF THE BARODA GRAMIN BANK:-

Shri Dinesh Sharma, Deputy General Manager of Bank of Baroda, joined the Bank in 1972 and carries with him a rich and varied experience of being branch head of many branches in Rajasthan, faculty member of Training Centre, Jaipur, Chief Manager - IT in the Indo-Zambia Bank, Lusaka, Assistant General Manager at Zonal Inspection Centre, Ahmedabad, AGM Udaipur Region and Deputy General Manager - SME, Baroda Corporate Centre - Mumbai. Born on 27th July 1951, Shri Sharma besides being a science graduate and CAIIB, holds Post-Graduate Diploma in Banking and Finance. His journey in Bank of Baroda epitomises his conviction that hard work, honesty and dedication always pays in the long run.

BANKING STRUCTURE IN INDIA

Banking in India originated in the first decade of 18th century. The first banks were The General Bank of India, which started in 1786, and Bank of Hindustan, both of which are now defunct. The oldest bank in existence in India is the State Bank of India, which originated in the "The Bank of Bengal" in Calcutta in June 1806. This was one of the three presidency banks, the other two being the Bank of Bombay and the Bank of Madras. The presidency banks were established under charters from the British East India Company. They merged in 1925 to form the Imperial Bank of India, which, upon India's independence, became the State Bank of India. For many years the Presidency banks acted as quasi-central banks, as did their successors. The Reserve Bank of India formally took on the responsibility of regulating the Indian banking sector from 1935. After India's independence in 1947, the Reserve Bank was nationalized and given broader powers.

Early history
The first fully Indian owned bank was the Allahabad Bank, established in 1865. However, at the end of late-18th century, there were hardly any banks in India in the modern sense of the term. The American Civil War stopped the supply of cotton to Lancashire from the Confederate States. Promoters opened banks banks to finance trading in Indian cotton. With large exposure to speculative ventures, most of the banks opened in India during that period failed. The depositors lost money and lost interest in keeping deposits with banks. Subsequently, banking in India remained the exclusive domain of Europeans for next several decades until the beginning of the 20th century.

Foreign banks too started to arrive, particularly in Calcutta, in the 1860s. The Comptoire d'Escompte de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862; branches in Madras and Pondichery, then a French colony, followed. Calcutta was the most active trading port in India, mainly due to the trade of the British Empire, and so became a banking center. The Bank of Bengal, which later became the State Bank of India. Around the turn of the 20th Century, the Indian economy was passing through a relative period of stability. Around five decades had elapsed since the Indian Mutiny, and the social, industrial and other infrastructure had improved. Indians had established a small banks, most of which served particular ethnic and religious communities. The presidency banks dominated banking in India. There were also some exchange banks and a number of Indian joint stock banks. All these banks operated in different segments of the economy. The exchange banks, mostly owned by Europeans, concentrated on financing foreign trade. Indian joint stock banks were generally under capitalized and lacked the experience and maturity to compete with the presidency and exchange banks. This segmentation let Lord

By the 1900s, the market expanded with the establishment of banks such as Punjab National Bank, in 1895 in Lahore and Bank of India, in 1906, in Mumbai - both of which were founded under private ownership. Punjab National Bank is the first Swadeshi Bank founded by the leaders like Lala Lajpat Rai, Sardar Dyal Singh Majithia. The Swadeshi movement in particular inspired local businessmen and political figures to found banks of and for the Indian community. A number of banks established then have survived to the present such as Bank of India, Corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central Bank of India

From World War I to Independence

The period during the First World War (1914-1918) through the end of the Second World War (1939-1945), and two years thereafter until the independence of India were challenging for Indian banking. The years of the First World War were turbulent, and it took its toll with banks simply collapsing despite the Indian economy gaining indirect boost due to war-related economic activities. At least 94 banks in India failed between 1913 and 1918 as indicated in the following table:

Years Number of banks Authorised capital Paid-up Capital 1913 1914 1915 1916 1917 1918 that failed 12 42 11 13 9 7 (Rs. Lakhs) 274 710 56 231 76 209 (Rs. Lakhs) 35 109 5 4 25 1

Post-independence

The partition of India in 1947 adversely impacted the economies of Punjab and West Bengal, paralyzing banking activities for months. India's independence marked the end of a regime of the Laissez-faire for the Indian banking. The Government of India initiated measures to play an active role in the economic life of the nation, and the Industrial Policy Resolution adopted by the government in 1948 envisaged a mixed economy. This resulted into greater involvement of the state in different segments of the economy including banking and finance. The major steps to regulate banking included:

In 1948, the Reserve Bank of India, India's central banking authority, was nationalized, and it became an institution owned by the Government of India.

In 1949, the Banking Regulation Act was enacted which empowered the Reserve Bank of India (RBI) "to regulate, control, and inspect the banks in India."

The Banking Regulation Act also provided that no new bank or branch of an existing bank may be opened without a license from the RBI, and no two banks could have common directors.

However, despite these provisions, control and regulations, banks in India except the State Bank of India, continued to be owned and operated by private persons. This changed with the nationalization of major banks in India on 19th July, 1969.

Nationalization
By the 1960s, the Indian banking industry has become an important tool to facilitate the development of the Indian economy. At the same time, it has emerged as a large employer, and a debate has ensued about the possibility to nationalize the banking industry. Indira Gandhi, the-then Prime Minister of India expressed the intention of the GOI in the annual conference of the All India Congress Meeting in a paper entitled "Stray thoughts on Bank Nationalisation." The paper was received with positive enthusiasm. Thereafter, her move was swift and sudden, and the GOI issued an ordinance and nationalised the 14 largest commercial banks with effect from the midnight of July 19, 1969. Jayaprakash Narayan, a national leader of India, described the step as a "masterstroke of political sagacity." Within two weeks of the issue of the ordinance, the Parliament passed the Banking Companies (Acquition and Transfer of Undertaking) Bill, and it received the presidential approval on 9th August, 1969. A second dose of nationalisation of 6 more commercial banks followed in 1980. The stated reason for the nationalisation was to give the government more control of credit delivery. With the second dose of nationalisation, the GOI controlled around 91% of the banking business of India. Later on, in the year 1993, the government merged New Bank of India with Punjab National Bank. It was the first and only merger between nationalized banks and resulted in the reduction of the number of nationalised banks from 20 to 19. After this, until the 1990s, the nationalised banks grew at a pace of around 4%, closer to the average growth rate of the Indian economy.

Liberalization
In the early 1990s, the then Narsimha Rao government embarked on a policy of liberalisation, licencing a small number of private banks. These came to be known as New Generation tech-savvy banks, and included Global Trust Bank (the first of such new generation banks to be set up), which later amalgamated with Oriental Bank of Commerce, UTI Bank(now re-named as Axis Bank), ICICI Bank and HDFC Bank. This move, along with the rapid growth in the economy of India, revitalized the banking sector in India, which has seen rapid growth with strong contribution from all the three sectors of banks, namely, government banks, private banks and foreign banks. The next stage for the Indian banking has been setup with the proposed relaxation in the norms for Foreign Direct Investment, where all Foreign Investors in banks may be given voting rights which could exceed the present cap of 10%,at present it has gone up to 49% with some restrictions. The new policy shook the Banking sector in India completely. Bankers, till this time, were used to the 4-6-4 method (Borrow at 4%;Lend at 6%;Go home at 4) of functioning. The new wave ushered in a modern outlook and tech-savvy methods of working for traditional banks.All this led to the retail boom in India. People not just demanded more from their banks but also received more.

CURRENT SITUATION
Currently (2007), banking in India is generally fairly mature in terms of supply, product range and reach-even though reach in rural India still remains a challenge for the private sector and foreign banks. In terms of quality of assets and capital adequacy, Indian banks are considered to have clean, strong and transparent balance sheets relative to other banks in comparable economies in its region. The Reserve Bank of India is an autonomous body, with minimal pressure from the government. The stated policy of the Bank on the Indian Rupee is to manage volatility but without any fixed exchange rate-and this has mostly been true. With the growth in the Indian economy expected to be strong for quite some timeespecially in its services sector-the demand for banking services, especially retail banking, mortgages and investment services are expected to be strong. One may also expect M&As, takeovers, and asset sales. In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake in Kotak Mahindra Bank (a private sector bank) to 10%. This is the first time an investor has been allowed to hold more than 5% in a private sector bank since the RBI announced norms in 2005 that any stake exceeding 5% in the private sector banks would need to be vetted by them. Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector banks (that is with the Government of India holding a stake)after merger of New Bank of India in Punjab National Bank in 1993, 29 private banks (these do not have government stake; they may be publicly listed and traded on stock exchanges) and 31 foreign banks. They have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets of the banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively.

BANKING STRUCTURE
The commercial banking system in India now consists of public sector scheduled bank and private sector scheduled as well as non-scheduled banks. In term of business the public sector bank now have a dominant position. They now account for more than 80 percent of the entire banking business. Amongst the public sector bank the State bank of India and Associated had 13,454 branches as on June 30, 2002. The nineteen nationalized bank had 32612 offices all over the country. In recent year In order to meet the credit requirement of the weaker section small and marginal farmer, landless laborers, artisans and the small entrepreneurs, the regional rural banks have been set upon different part of the country. Their number was 196 on June 30 ,2002 and their branches numbered 14485. In term of business they, however, remain very much less important than the tradional commercial banks. The foreign scheduled banks operate mostly in big cities and their number of branches in the whole country is just 5,431 as on June 30, 2002. AS A Whole India now has a far more developed and integrated banking system than at the time of independence.

The state Bank of India and Its Associate Banks:

On the recommendation of the rural Credit survry committrr the imperial Bank of India was converted into the state bank of India on July 1, 1955. Its 92 percent share were aquired by the RBI, and thus it has the distinction of becoming the first state owned commercial bnk in the country . Among th factor which guided the establish of the state Bank of India are main consideration was that the country should have a big commercial bank committed to national purpose and should take banking to the countryside even if initially it was not a commercially viaale proposition. In view of this necessity the State Bank was requird to function as a development agency beside performing the tradition function of commercial bank. In 1959 the State Bank of India Act was passed and this paved the way for creating the state bank group. Now State Bank of Hyderabad, State Bank of Bikaner, State Bank of

jaipur, State Bank of Indore, State Bank of Patiala, State Bank of Saurastra and State Bank of Tranvancore constitue the State Bank Group.

OTHER NATIONALISED BANKS :

A second category of public sector bank is of nineteen commercial banks of which fourteen were nationalized on July 19, 1969. Each one of these fourteen banks had deposits of Rs. 50 Crore or more. This step though not unprecedented in the history of Indian banking had changed government on the banking that the major banks could not be any more allowed to remain captive organization of the big business. Their policies should be inspired by the larger social purpose and be in according with the national priorities and objective. Hence, a fundamental shift in their approach was witnessed in the post independence phase. The banking system in this period become an instrument of development . The lead Bnak Scheme formulated in December 1969 played a significant role in transforming these profit maximizing institution of yester year into catalyst of local development . After nationalized of 14 banks there was rapid expansion of branch network. On April 15, 1980 six more private owned commercial bank were nationalized . The purpose as nit has been stated by the government, was to control the height of the ecnomy to meet progressively and serve better the need of the development of the economy and to promote welfare of the people in conformity.

Regional Rural Banks:

The nationalization of 14 major bank through successful in many respect failed to solve all problem of rural . For Example, the nationalized banks could not do much to solve the problem of rural indebtedness. The grip of money lenders remained right in the country side and rural indebtedness was widespread . There fore new type banking institution called Regional Rural Banks was conceived. The working group of rural Bank (Chairman : M.Narasimham) recommended the setting up of these bank as a part of multi- agency approach of rural debit. These banks have been set up under an Act of 1976.

A Regional rural bank is sponsored by a public sector bank which also subscribed to its share capital. Assistances is also given in the form of managerial personnel. The regional rural banks though operating as a subsidiary of one or the public sector bank, in term of ownership are predominantly government undertaking. Yhe regional rural banks meet the credit requirement of weaker section, small and marginal farmer , landless labouers artisans and small enterprenerues. As on June 30, 2002 there were 196 regional rural banks with a network of 14485 branches in the country. 90% banks have been opened in the rural area and unbanked centres.

OTHER SCHEDULED COMMERCIAL BANKs :

Now relatively small scheduled commercial bank and ten newly established banks with a network of 5,431 branches are operating in the private sector bank . In terms of branches and also the business done by them , old private sector bank are much smaller than both nationalized banks and foreign and thus their role in the financial system of the country is just marginal Recently having realized that over the year competitive efficiency has suffered in the banking sector, setting up of new private sector bank is being encouraged. So for ten new private sector bank have been setup and in principal, three more proposal for setting up banking in private sector have been approved. These private sector banks (both old and new) account for less than 15% of both bank deposits and aggregate advances.

LIST OF IN INDIA

1. Central bank
Reserve Bank of India

2. Nationalized banks
Allahabad Bank Andhra Bank Bank of Baroda Bank of India Bank of Maharashtra Canara Bank Central Bank of India Corporation Bank Dena Bank Indian Bank Indian Overseas Bank Oriental Bank of Commerce Punjab & Sind Bank Punjab National Bank Syndicate Bank Union Bank of India United Bank of India UCO Bank Vijaya Bank IDBI Bank

3. State Bank Group

State Bank of India State Bank of Bikaner & Jaipur State Bank of Hyderabad State Bank of Indore State Bank of Mysore State Bank of Patiala State Bank of Saurashtra State Bank of Travancore Private banks Axis Bank Bank of Rajasthan Bharat Overseas Bank Catholic Syrian Bank Centurion Bank of Punjab City Union Bank 4.

Development Credit Bank

Dhanalakshmi Bank Federal Bank Ganesh Bank of Kurundwad HDFC

Bank ICICI Bank IndusInd Bank ING Vysya Bank Jammu & Kashmir Bank Karnataka Bank Limited Karur Vysya Bank Kotak Mahindra Bank Lakshmi Vilas Bank Nainital Bank Ratnakar Bank SBI Commercial and International Bank South Indian Bank Amazing Mercantile Bank YES Bank
4.

Foreign banks

ABN AMRO Barclays Bank Citibank HSBC Standard Chartered Deutsche Bank Regional Rural banks South Malabar Gramin Bank North Malabar Gramin Bank Pragathi Gramin Bank Shreyas Gramin Bank
5.

Financial Services
Real Time Gross Settlement(RTGS) National Electronic Fund Transfer

(NEFT) Structured Financial Messaging System (SFMS) CashTree Cashnet Automated Teller Machine (ATM)

FACT FILE OF BANK IN INDIA

The first, the oldest, the largest, the biggest, get all such types of informations about Banking in India in this section. The first bank in India to be given an ISO Certification Canara Bank

The first bank in Northern India to get ISO 9002 certification for their Punjab and Sind selected branches The first Indian bank to have been started solely with Indian capital The first among the private sector banks in Kerala to become a scheduled bank in 1946 under the RBI Act India's oldest, largest and most successful commercial bank, offering the widest possible range of domestic, international and NRI products State Bank of India and services, through its vast network in India and overseas India's second largest private sector bank and is now the largest scheduled commercial bank in India Bank which started as private shareholders banks, mostly Europeans shareholders The first Indian bank to open a branch outside India in London in 1946 and the first to open a branch in continental Europe at Paris in 1974 The oldest Public Sector Bank in India having branches all over India and serving the customers for the last 132 years The first Indian commercial bank which was wholly owned and The Federal Bank Limited Imperial Bank of India Bank of India, founded in 1906 in Mumbai Allahabad Bank Central Bank of Bank Punjab National Bank South Indian Bank

managed by Indians

India

Bank of India was founded in 1906 in Mumbai. It became the first Indian bank to open a branch outside India in London in 1946 and the first to open a branch in continental Europe at Paris in 1974.

AMALGAMATION - PUBLIC NOTICE

1. Amalgamation of -2- RRBs sponsored by Bank of Baroda into one single larger
RRB in the State of Uttar Pradesh.

2. By the Notification dated 31.03.2008, Government of India, in the exercise of

powers under sub-section (1) of Section 23 (A) of the Regional Rural Banks Act, 1976, in consultation with the National Bank for Agriculture and Rural Development (NABARD), Government of Uttar Pradesh and Bank of Baroda, as sponsor bank of 1) Baroda Eastern Uttar Pradesh Gramin Bank and 2) Baroda Western Uttar Pradesh Gramin Bank, referred to as Regional Rural Banks (RRBs), has in public interest and in the interest of development of the area served by the aforesaid Regional Rural Banks and also in the interest of the said Regional Rural Banks themselves notified amalgamation of the said two Regional Rural Banks into a single Regional Rural Bank with effect from the date of publication of the said notification in the official Gazette of the Government of India.

3. Accordingly the said two Regional Rural Banks stand amalgamated into a single
Regional Rural Bank which shall be called as Baroda Uttar Pradesh Gramin Bank.

4. Upon such amalgamation, the said Baroda Uttar Pradesh Gramin Bank, will be
having total 655 branches and will be operating in 13 districts of Uttar Pradesh i.e. Kanpur Urban, Kanpur Rural, Fatehpur, Raebareli, Sultanpur, Ambedkar Nagar, Faizabad, Kaushambi, Pratapgarh, Allahabad, Bareilly, Shahjahanpur and Pilibhit with Head Office at Raebareli, total business whereof will exceed Rs 6,400 crores; the Baroda Uttar Pradesh Gramin Bank will have a 3 tier structure with Head Office,-7- Regional Offices and Branches.

5. With the bigger size and expanded coverage the amalgamated and reconstituted
Baroda Uttar Pradesh Gramin Bank will have the benefit of economies of scale to serve its customers in a cost effective manner with optimum utilization of financial & non financial resources through diversified business portfolio and increased mobility of staff.

6 .From the said effective date of amalgamation the said two RRBs shall cease to exist carry on business and these undertakings including all their assets rights, powers , authorities and privileges and all properties , movables and immovables, cash balances, reserve funds , investments and all other rights and interest in or arising out of such property, as are in ownership, possession, power or control of the said two RRBs and all books of accounts , registers, records and documents and all borrowings, liabilities and obligations of whatever nature shall be transferred to and shall vest in the said Baroda Uttar Pradesh Gramin Bank.

7. All contracts, deeds, bonds, agreements, guarantees, power of attorney, grant of legal representation and other instruments subsisting shall be in full force and effect against or in favour of the said Baroda Uttar Pradesh Gramin Bank and may be enforced or acted upon fully and effectively as if in the place of any of the said -2- RRBs, the said Baroda Uttar Pradesh Gramin Bank has been a Party thereto or in favour of the said Baroda Uttar Pradesh Gramin Bank and any suit or proceedings in relation to any business of any of the said two RRBs pending by or against any of them, the same shall not abate, not discontinued or in any way would not be prejudicially affected by reason of such transfer and amalgamation and may be continued, prosecuted or enforced by or against the said Baroda Uttar Pradesh Gramin Bank. Further, any reference to any of the said -2- RRBs in any agreement, contract, conveyance, assurance or powers of attorney or any other document shall be deemed to be a reference to the said Baroda Uttar Pradesh Gramin Bank.
8. The notification also provides that not withstanding anything contained in the

transfer of Property Act 1882 or Registration Act 1908, the said notification shall be sufficient conveyance of the business, properties, assets and liabilities, rights, interest, powers, privileges and obligations of whatever nature of any of the said -2RRBs to the said Baroda Uttar Pradesh Gramin Bank. Depositors, Borrowers and others concerned are therefore, requested to note the consequential changes and constitution of the Baroda Uttar Pradesh Gramin Bank. A copy

of the notification of 31.03.2008 to be published in part II section- 3- sub section (ii) of the Gazette of India, Extra ordinary is available with the transferee Bank viz Baroda Uttar Pradesh Gramin Bank having its Head Office at A-1, Civil Lines, Raebareli 229 001. (UP). (Dr. V.K. VARMA) General Manager Bank of Baroda, Baroda Corporate Centre, Mumbai Date: 31.03.2008

Network of 539 branches and 8 Ext. Counters

BRANCH
1. 478 Rural Branches 2. 40 Semi Urban Branches 3. 14 Urban Branches 4. 07 Metro Branches

CITY
1. Raibareli 2. Faizabad 6. Allahabad 7. Fatehpur 8. Kanpur urban 9.Sultanpur

3. Pratapgarh 4. Kaushambi

Kanpur Rural

10. Ambedkarnagr

PRODUCT AND SERVICE

Baroda Eastern Uttar Pradesh Gramin Bank has very attractive deposit schemes for all sections of the society. All the schemes are customer friendly and offer a great value to your money. 1.
Baroda Gramin Bank Savings Deposit Scheme

Liquidity of fund Regular Growth of money

2.

Baroda Gramin Bank Current Deposit Scheme

Liquidity of funds. Any no. of withdrawals in a day Banking convenience to business.

3.

Baroda Gramin Bank Recurring Deposit Scheme

Regular saving every month. Higher returns on savings.

Period ranging from 6 months to 120 months. Interest compounded at quarterly rest. Interest compounded at quarterly rest. Loan facility, Premature payment allowed.

4.

Baroda Gramin Bank Yatha Shakti Jama Yojna

Regular saving every month. Flexibility of choice for deposit amount Higher income.

5.

Baroda Gramin Bank Fixed Deposit Scheme

Attractive rate of interest Parking of surplus fund for a certain period to fetch maximum return. Period ranging from 15 days to 10 years. Suitable investment schemes such as Monthly/Quarterly Income Plan, General FDR and Regular Income-cum-Recurring Deposit Scheme. 0.5% additional interest to senior citizens. Loan facility, Premature payment allowed.

Baroda Eastern Uttar Pradesh Gramin Bank has several credit schemes under various sectors for the customers from all walks of life with special schemes for the rural people.

1. Agriculture Finance Schemes 2. Personal Loan Schemes 3. Schemes under MSME sector 4. Retail Lending Schemes 5. Other Schemes under Priority Sector

AGRICULTURAL FINANCE SCHEMES

Agriculture being the backbone of the Indian Economy, Baroda Eastern Uttar Pradesh Gramin Bank, is contributing significantly in accelerating the pace of rural development by providing finance to farmers by way of following agriculture products.

1. Kisan Credit Card (KCC) 2. Farm Machanisation 3. Deep Boring Scheme 4. Dairy Development 5. Pisci culture 6. Vermi Compost (Kisan Khad Yojna) 7. Setting up of Kisan Sewa Kendra 8. Kisan Over draft Scheme 9. Purchase of Old Tractors 10. Land Purchase scheme 11. Goattery/Sheep Breeding

12. Poultry 13. Two Wheeler Scheme for Farmers 14 Agriclinics & Agri.business centre (ACABC) 15. Krishi Samagri Vyavsayi Yojna

Kisan Credit Card (KCC)- Empowering the farmer: The KCC facility designed exclusively for the benefit of the farmers aims to provide them the opportunity to manage and utilise their funds in the manner they deem fit. KCC provide hasselfree adequate and timely financial support to farmers for their production needs e.g. purchase of quality inputs,, farming expenses towards farm maintenance, unforeseen family expenses (consumption) and maintenance of non-farm activities. Purchase of agricultural implements including indigenous improved ones being utilised for field operations including harvesting/sorting/grading. Production credit for raising various crops from the point of preparatory tillage till harvesting, for land owners or permanent tenants or lease holders or share croppers.

Development of irrigation facilities, covering sinking of wells/bore wells, lifting of water by installation of pump sets, transporting of water through field channels, water saving system like drip irrigation/sprinkler irrigation etc. for farmers. Extending working capital needs to dealers / distributors/traders of agricultural inputs like seeds, fertilisers etc. live stock inputs like cattle feed, medicine etc. and supply of agriculture machinery/ irrigation system. Setting up of Agri clinic and Agribusiness centre by agriculture graduates. Construction/Expansion/modernisation/Renovation of Rural Godown/Cold storage

Development of horticulture including production, processing and marketing of various fruits, vegetables, plantation and flowers, which cover from nursery to the point of market, by individual farmers, firms, organisation like co-operative societies etc. and which covers both long term and short term requirement. Financing Scheduled Caste & Scheduled tribes, can be financed for purchase of farm implements irrigation pair of bullocks etc.

SME Finance

Micro, Small & Medium Enterprise

An enterprise the one which is engaged in the manufacture, processing or preservation of goods or is a servicing and repair workshop undertaking repairs of machinery used for production, mining or quarrying or custom service unit.

Key Benefit
The loans and advances offered by Baroda Eastern Uttar Pradesh Gramin Bank for MSME can be used for the basic needs of:

Acquisition of factory, land and construction of building space. Purchase of plant and machinery including lab equipment, testing equipment, etc. Meeting working capital requirements, like raw materials, stock-inprogress, finished goods etc. Temporary additional assistance for meeting the urgent needs of raw material. Additional monitory assistance for any eligible purpose.

Housing Loans

Your own home

Baroda Eastern Uttar Pradesh Gramin Bank invites you to be a proud owner of your own home and offers easy Housing Loan with a number of conveniences to suit your budget.The Home Loans offering fromBaroda Eastern Uttar Pradesh Gramin Bank essentially provides for finance in relation to the purchase/construction of a new house, Extension & Renovation of house financing of an old house, purchase of a plot. Key Benefits-

Wide range of requirements addressed

Ready-for-occupation property

Under-construction property

You can avail upto Rs.20 lacs for buying/constructing your dream house Flexible 20 years loan repayment period

AUTO LOAN
In today's fast paced world, a vehicle is but a necessity. Yet other expenses and plans in life take priority and the dream of owning a car takes a back seat. Whether as a comfortable and dependable means of transport or as a status symbol in society, we believe you deserve ownership of a vehicle.
Key Benefits:

Loan facility is available for Agriculturist and Non-agriculturist customers. Loans available up to Rs 5 Lakhs for any new car make/model.

Loans can be availed upto Rs. 2 lacs for second hand car.

Repayment period as long as 5 years ( 60 EMIs) (For agriculturists - in half yearly instalments). Low interest rates

RETAIL LOAN

A wide range of solutions for your financial needs.

Baroda Eastern Uttar Pradesh Gramin Bank offers a wide range of retail loans to meet your diverse needs. Whether the need is for a new house, child's education, purchase of a new car or home appliances, our unique and need specific loans will enable you to convert your dreams to realities.
Key Schemes

Saral Vyapar Yojna

This Trader Loan facility enables Individuals, Proprietorships, bodies such as Partnership firms and Coop societies to avail of working capital or undertake development of shop by way of loan/overdraft.

Loan against Securities You can avail loan for productive purpose or for meeting contingency needs of personal nature through schemes mentioned here:

Loan Against National Savings Certificates (NSC) / Kisan Vikas Patra (KVP)

LABOD

Baroda Eastern Uttar Pradesh Gramin Bank provides loan for all non-specific needs against your deposit with us

Housing Loan

Baroda Eastern Uttar Pradesh Gramin Bank invites you to be a proud owner of your own home and offers easy Housing Loan with a number of conveniences to suit your budget.The Home Loans offering fromBaroda Eastern Uttar Pradesh Gramin Bank essentially provides for finance in relation to the extension / purchase of a new house, financing of an old house, purchase of a plot, Renovation / Repairing of house.

Two Wheeler Loan

Two-Wheeler Loan make it possible to purchase a twowheeler and pay back in easy monthly instalments, thereby reducing the burden of a one-time payment.

Car Loan

In today's fast paced world, a vehicle is but a necessity. Yet

INTERST RATE

ON DEPOSIT AND ADVANCE

Interest Rates on Term Deposit

w.e.f. 01.09.2007

S. No.

Maturity Range

Rates from 01.06.07 to Revised Rate of Interest w.e.f. 31.08.07 4.50 % p.a. 5.00 % p.a. 5.00 % p.a. 6.00 % p.a. 7.00 % p.a. 9.50 % p.a. 9.50 % p.a. 9.50 % p.a. 8.00 % p.a. 8.00 % p.a. 8.50 % p.a. 01.09.2007 4.50 % p.a. 5.00 % p.a. 5.00 % p.a. 6.00 % p.a. 7.00 % p.a. 9.00 % p.a. 8.50 % p.a. 8.50 % p.a. 8.00 % p.a. 8.00 % p.a. 8.25 % p.a.

01. 15 days to 45 days 02. 46 days to 60 days 03. 61 days to 90 days 04. 91 days to 180 days 05. 181 days to less than 1 year 06. 1 year to less than 2 years 07. 2 years to less than 3 years 08. 3 years & upto 5 years 09. Above 5 years to less than 7 years 10. 7 years & above but less than 8 years 11. 8 years to upto 10 years

The above rates shall be applicable on all domestic term deposit accounts opened or renewed on or after 01.09.2 The additional incentive given on rate of interest to Senior Citizens shall continue at existing rate i.e. 0.50%. The above rates will be compounded on quarterly rest for the deposits held for the period above 181 days. Tax at source be deducted as per norms applicable.

Interest Rates on Advances

S.No. A. 1. 2. 3. 4. 5. B. 1.

Advance/Sector/ Scheme Direct Agriculture (Production Credit) Up to Rs. 50,000/Rs. 50001/- to Rs. 2,00,000/Rs. 2,00,001/- to 3,00,000/Rs. 3,00,001/- to 5,00,000/>Rs. 5,00,000/- and above Agriculture Investment Credit (......................)

Effective Interest Rate BPLR 12.50% Interest Rate -% BPLR difference

10.25% 11.50% 12.50% 13.00% 13.00%

Below 2.25% Below 1.00% Above 0.50% Above 0.50%

Up to Rs. 50,000/2. Rs. 50001/- to Rs. 2,00,000/3. Rs. 2,00,001/- to 5,00,000/4. >Rs. 5,00,000/- and above C. Indirect Agriculture (.......... .................................) Up to Rs. 50,000/2. Rs. 50001/- to Rs. 2,00,000/3. Rs. 2,00,001/- to 5,00,000/4. >Rs. 5,00,000/- and above D. Micro, Small & Medium Enterprises (MSME) 1. Up to Rs. 50,000/2. Rs. 50001/- to Rs. 2,00,000/3. 2,00,000/- to Rs. 5,00,000/4. >Rs. 5,00,000/- and above E. 1. Self Help Group/SGSY/Group Loan .................................) (Rs. 50000/- per Capita) F. 1. 2. Other Priority Sector .................................) Up to Rs. 50,000/Rs. 50001/- to Rs. 2,00,000/1.

10.25% 12.00% 13.00% 13.50%

Below 2.25% Below 0.50% Above 0.50% Above 1.00%

10.25% 11.50% 13.00% 13.50%

Below 2.25% Below 1.00% Above 0.50% Above 1.00%

10.25% 12.00% 13.00% 13.50%

Below 2.25% Below 0.50% Above 0.50% Above 1.00%

10.25%

Below 2.25%

10.25% 12.00%

Below 2.25% Below 0.50%

SERVICE CHARGE

SECTION I
Sr. No.

DEPOSITS AND ALLIED SERVICES

12.36%

AREA OF BANKING SERVICE

REVISED SERVICE CHARGES (FLOOR RATES) INCLUSIVE OF SERVI

01. Ledger folio charges

Applicable to CA & CC, OD (Excluding loan against banks own deposits) Rs. ledger page Free folio allowed p.a. based on Av. Cr. bal. as follows :

Current Accounts

Av. Cr. Free folios Bal. (Rs.) Upto 10000/-2 folio per half year Above 25000

NOTE: For a/cs maintained on computers, 30 entries or part thereof to be t one ledger page. For SB A/cs - No folio charges

Savings Bank Accounts

No Frill S.B. A/cs - 15 debits allowed free of cost in a year. If debit exceed

charge of Rs. 6/-per debit exceeding 15 is charged. i) Rs. 30/- per pass book with latest balance only, ii) Charges for previous e

02.

a) Charges for issue of Duplicate Statement / Pass Book

b) Issue of letter of

required) Rs. 30/- per ledger page or part thereof.

Note: For accounts maintained on computers, 30 entries or part thereof be one ledger page.

acknowledge-ment / duplicate i) For acknowledgement Rs. 30/-ii) Duplicate TDR Rs. 55/TDR in case of loss of TDR

a) In SB Account of individuals-40 leaves will be free in a financial year. Fre

cheque books in a SB a/c will be on pro-rata basis, i.e. 20 cheque leaves fo

months and/or part thereof. Subsequent cheque book @ Rs. 2/- per leaf fo

03

Cheque Book Issuance Charges

NON MICR Cheque books.

b) CA/CC/OD: one Cheque book ina year is free and subsequent cheque bo book of 50 leaves.

2.25 per leaf for MICR/ NON MICR cheque book. Note : Ist cheque book me

04

Opening & minimum balances 1) Current A/c

Rural -Rs. 500/-(individualA/c) Rs. 1000/- (Others A/c) S/U - Rs, 1000/- (I A/c) Metro - Rs. 3000/= (Individual A/c) -Rs. 7000/-(Other A/c)

A/c) Rs. 2000/- (Others A/c) Urban - Rs. 2000/- (Individual A/c) - Rs. 5000

............................................With Cheque Book .............Without Chequ Rural ...................................500/- ...................................250/Semi-Urban .........................500/- ...................................250/Urban ................................ 1000/- ..................................500/-

2) Savings Bank Accounts

3) Pensioners and Scholarship Rs.10- for all centers

Exemptions :No minimum balance charges in SB a/cs to be recovered from

Accounts

institutional salary a/cs i.e. not only institutions maintaining account with th

but also of employees whose salary is paid through SB a/cs maintained wit salary is paid through us. Rural - Rs. 15/- per month Others - Rs. 25/-per month

branch. Branches can open zero balance a/cs of such institutional employee

05

Charges for not maintaining minimum balance

Uniform charges with cheque book & without cheque book facility

Current A/c

Rural -Rs. 10/-per quarter SU -Rs. 15/-per quarter Urban/Metro - Rs. 25/- per quarter

Savings Bank

No frill S/B A/C (after one year) : If in a year minimum balance comes to R

charges should be recovered otherwise charge be recovered as per above r

Addition/ deletion of names in joint accounts/Nomi- nations/ 06 Change in operational instructions (including Lockers) first nomination will be free
i) With the Branch Rs. 25/- per transaction ii) For Outside remittance Rs. 25/- per occasion.

07

Charges for standing instructions

Rs. 25/- per transaction + applicable remittance charges on which ST levied separately. Exemption : i) Funds transfer through SI from SB/CA to R/D free

Charges for inability to carry 08 out standing instructions due to insufficient balance in the account
Rs. 25/- per occasion.

S.B. -Rs.30/-

Charges for Stop Payment 09

CA/CC/OD - Rs. 50/- per

instructions Per instrument) In instrument case of loss of complete blank Max. ceiling as per below : cheque book
Savings Bank : Rs. 100/Current Account: Rs. 200/Local Cheques:

A) Cheque deposited & Returned Unpaid (Inward Return) Rs. 25/- per in

10

Charges for Cheque returned (irrespective of nature of reasons) unpaid

B) Cheque Returned Charges (drawn on us) Outward Return -

Rs. 75/- (in respect of cheque returned for financial reasons) Rs. 2 other reasons. NOTE: 1. Charges to be recovered for both inward and outward clearing, inter Br. Clg.

2. For transfer cheques received at the branch, charges to be reco from the drawer of the cheque.

3. In respect of inward clearing cheques returned unpaid due to fi

reasons, Brs. should also recover Intt. at BPLR+3% p.a. for the pe (others)

bank was out of funds. The intt. is to be credited to P/L Intt. Rece

4. No charges to be recovered from drawee in case of outward ret cheques on account of stop payment instructions.

5. Branch Manager can double the said charges in cases where th of cheque return is high. Outstation Cheques :

50% of collection charges subject to a minimum of Rs. 25/- + Pos

11 Incidental charges for inoperative accounts

A) Inoperative Savings Bank a/cs (Not intt. bearing a/c only) Rs. 25/-

i) Account maintaining stipulated minimum balance - NIL

iii) If the balance in the a/c is less than the charges to be debited, so entire amount be debited instead of complete charges. B) for inoperative Current Account: Rs. 75/- per half year No frill SB Accounts exeption - If a/c closed in a year service charge of Rs. 10/- is recovered

Charges for issuance of 12 Balance Certificate, at The request of customer

Rs. 25/- per certificate(for individual) Rs. 35/- per certificate for others

Ordinary / Cheque operated SB A/c - Metro/Urban - Rs. 110/- & SU / Rural

13

Premature closure of A/cs (within a year)

Current A/c - Rs. 110/RD/any Recurring deposit scheme A/c - Rs. 50/Closure of A/c due to death of A/c holder - No Charges Upto Rs. 5/- lacs-----Rs. 500/-

Above Rs. 5/- lacs---Rs. 100/- per lac a part thereof subject to maximum 15000/Note:-

14 Issue of Solvency Certificate

For issuance of capacity certificate for obtaining VISA for educational purpo

for Students - only 50% of the charges as mentioned above subject to max Rs. 1600/-

for issuance of above certificate to staff members for educational loan of th children - No charges should be recovered.

15 Opening accounts with restrictive operations

Current, Cash Credit, Over Draft Account Rs. 225/- per half year

Savings Bank Account Rs. 55/- per half year

Allowing operations in an a/c through16 a) Power of Attorney b) Mandate Change of authorized 17 signatory including reconstitution of A/c
Excluding Govt Account Current, Cash Credit, Over Draft Accounts Rs. 100/-per change Current, Cash Credit, Over draft Account Rs. 225/- per half year Savings Bank Accounts Rs. 55/- per half year

1. 15 debits allowed free of cost in a year. If debits exceeds 15 a service ch 5/- per debit exceeding 15 is charged. 2. If account gets closed within a year a service charge of Rs. 10/- is recovered.

18

SB account opened under No Frills A/c

Exemption:

3. If in a year minimum balance comes to Rs. 100/- no charge should be re Note : No Cheque book facility is allowed in this account.

Scholarships / Pensioners / Widow Pension & others subsidies account shou opened for Rs. 10/- and no service charges should be recovered Upto Rs. 100/- - Rs. 5/Above Rs. 100/- to 1000/- - Rs. 15/ Above Rs. 1000/-to 5000/- -Rs.25/AboveRs. 5000/-to 10000/- -Rs.40/Above Rs. 10000/- to 1 Lac - Rs. 3.50 per

01

Collections of Outstation Cheques a) Through our bank's branches

Rs. 1000/- or part thereof

Above Rs. 1 Lac - Rs. 2.50 per Rs. 1000/- or par subject

to a minimum of Rs. 350/- and maximum of Rs.

b) Direct through other banks i.e. instruments

Other bank charges plus our charges to be recov

drawn at a centre where we have no branch

mentioned above. Our charges to be recovered in full

Note : for 1 & 2 postage per instrument to be re under :

02

Cheques collected through branch for another bank.

Upto Rs. 100/- - No Postage > Rs. 100 to Rs.1000 - Rs. 10/>Rs. 1000/- - Rs. 20/-per instrument In case sent by courier - Actual charges At par collection of cheques favouring the fund.

03

Donations to PM / CM's Relief Funds

Free remittances favouring these funds.

04 05

Teachers Employed in Government Run Schools / Central Schools

At par collection of salary bills

NEED OF STUDY OR RESEARCH PROBLEM

In India there 19 National bank present work, in July 19, 1969, 14 large commercial bank whose reserve 50 Crore each, were nationalized. On April 15 1980, those 6 private sector bank whose reserve were more Rs. 200 crore each were nationalized. These nationalized banks, togetherwith Regional Rural Bank, come under the category of public sector commercial Banks. The other kind of commercial banks are private sector commercial Bank.

Baroda Gramin bank is the subsidiary bank of the Bank of Baroda. Before 23-03-2006 there are 7 RRBs work in the Uttar Pradesh. These bank are all Keshetriya Gramin Bank in Seven District Allahbad, Raibareli, Kanpur,Pratapgarh,Sultanpur,Kaushambi,Faizabad. Today there is lot of scheme in the public sector bank. In rural bank there are few depositors who have deposit money in the rural bank. Those people are deposit money all are farmer. But the problem is that depositor as well as loan waiver of the bank is also high percentage, so that the biggest problem faces by the bank in the rural are where these bank are located depositor not interested to deposit money in the bank, so that in respect to the employee the profit of the bank is very slow. So the problem is how the bank profit increase in which area where bank work hardly.

Objective of the Study

Today bank sector are growing sector in the Indian industry. So that the objective of the study to fulfill the customer requirement. Now there are some question which answer are needed in this study--1. What is the reason behind to people move to the public or private sector

commercial bank? 2. Why people can not influence the rural bank?
3. Why brand are play important role in the banking sector?

4. How can be increasing the productivity?

5. What type of service need by customer?

6. What is next year profit if the trends are same?

7. How the profits increase? 8. What are effect of the loan waiver in the current compensation given by the government? 9. What are the average of employee deposit and advances? 10. What the company is sound to pay long term loan are not? 11. In which interest company pay interest to the customer? These are question which answer should be giver after proper analysis of the company financial record.

FINANCIAL ANALYSIS

OF FINANCIAL STATEMENT

BALANCE SHEET

Balance Sheet
Liabilities Capital Share capital Deposit Deposit Borrowing Other liablities&Provision Total 31-03-2007 70,000 9,99,295 3,56,35,278 24,05,880 17,80,282 4,12,33,142 31-03-2006 70,000 9,99,295 3,13,99,843 11,70,454 18,35,190 3,58,69,921

,000

Assets Cash &Balance with RBI Balance with Bank Money All call& short Note Investment Advance Fixed Assets Other Total Contigent Liabilities Bill for Collection Significant Account Policies Note 1,17,94,783 58,236 11,83,921 4,12,33,142 2,750 2,42,253 1,03,38,914 55,678 13,00,088 3,58,69,921 36,906 1,76,032 24,35,710 1,26,57,442 1,31,13,050 18,40,691 90,42,130 1,32,92,420

PROFIT AND LOSS ACCOUNT

,000 Sr No. From 01-04-2006 to 31-032007 Income Interest Earned Other Income Total Expenditure Interest Expended Operating Expences Provision Total 3 4 5 14,05,027 13,64,177 43,511 28,12,715 1 2 26,19,322 2,44,305 28,63,627

P/L Appropriation Net Profit/Loss Profit/Loss Total Transfer to statuory fluctuation Reserve

6 7 8 50,912 1,81,225 2,32,137 9 (-) 12728

10 Transfer to Govt. proposal dividend Balance carried to Balance sheet Siginificant Account Note Acount 13 12 11

(-) 14531

2,04,878

The schedule reflects to about from as integrated part of the profit loss account.

Explanation of Various head of Balance Sheet

1. Capital: 1.1. Nationalized Banks Capital which is fully owned by the central Government. 1.2.Bank incorporated out side India shall show their capital in following two

heads: (a) The amount brought in by bank by way of start up capital as prescribed by RBI. (b) The Amount of deposit kept with RBI under sec. 11(2) of the banking Regulation Act, 1949. 1.3 Other Bank shall indicate their capital under the following headings: (a) Authorized Capital divided into share of Rs. ----- each. (b) Issued Capital divided into ------- share of Rs. ----- each. (C) Subscribed Capital divided into ------ share of Rs. ----- each. (d) Called Up Capital divided into -------- share of Rs. ----- each. From this amount deduct unpaid call and add amount of forfeited share.

2. Reserve and Surplus: Following items are included under the head of Reserve and

surplus: 1.1 Statutory Reserve which is calculated @ 20% on the net profit of each year, 1.2 Capital Reserve, 1.3 Share Premium, 1.4 Revenue and Other Resources, 1.5 Balance of Profit and Loss Account.
3. Deposit: Deposit include the following:

1.1 Demand Deposit 1.2 Saving Bank deposit 1.3 Term Deposit. Deposit of Branches in India and Branches outside India should be shown seperatly.
4. Borrowing: Following are including in it:

1.1 Borrowing in India from Reserve Bank of India , From other Bank and from other institution and agencies. 1.2 Borrowing out side India It should also be included as to how much amount of borrowing is secured.
5. Other Liabilities and provision : Following are including in it:

1.1 Bill payable, 1.2 Inter office adjustment 1.3 Interest accrued, 1.4 Other- under this heading provision for bed debt and taxation are included.

6. Cash and Balance with Bank RBI: Following are including in it:

1.1 Cash in hand include foreign currency note, 1.2 Balance with RBI In current account in India.
7. Balance with Bank at money at call and short Notice: Following are including in

it: 1.1 Balance with Bank in current account and other deposit account in India, 1.2 Money at call and short notice with bank other institution. 1.3 Balance current account , in other deposit account and money at call and short notice out side India.
8. Investment: Following are including inside India:

1.1 Government Securities, othet approved securties, share, debenture and Bond, subsidiaries and joint ventures and other which should be specified e.g Unit trust of India. 1.2 Following are including outside India: Government securities (including local authorities) , Subsidiaries and joint ventures abroad other investment which are to be specified.
9. Advances: Following are including in it: Bill purchased and discounted, cash

creditor, overdraft and loan payable on demand and term loans. It should also be shown as to what amount of advance is secured by tangible asstes and covered by bank and government guarantees. Unsecured advance should show seperatly . Total of these should be equal to the total of advances as per first paragraph given above under the heading of advances.
10. Fixed Assets: Fixed assets include premises less depreciation and other fixed assets

like furniture and fixture are also included in theses assets and depreciation is deducted from them.

11. Other Assets: Other assets include inter office adjustment (net), interest accrued

,tax paid in advance , tax deducted from source ,stationary and stamp, nonbanking assets acquired in satisfaction of claims and other if there in any unadjustment balance of loss , the same may be show under this item.
12. Contigent Liabilities: Following are including in such liabilities: Claims against

bank not acknowledge debts,liability for prtly paid investment, liablility on account of outstanding forward excnange contract , guarantees given on behalf of consituents in India and outside India. Acceptance and endorsement and other obligation and other item for which bank is contigently.
13. Interest earned: Following are including incude in interest earned: Interst on

Advance,discount on bill ,income on investment ,interest on balances with RBI and other.
14. Other Income: Following are including in other income:

Commission ,exchange and brokerage ,profit on sale of investment less on sale of investment , profit on revaluation of investment less loss on revaluation of investment ,profit on sale of building and other assets less loss on sale of land, building and other assets , profit interchange transaction less loss on exchange truncation, Income earned by way of dividend etc.
15. Interest Expanded: This include interest on deposit , Interest on RBI / Inter bank

borrowing and other.

16. Operating Expenses: Following are including in it :

Payment to employees, and provision for employees, Rent ,Taxes, and lighting, printing and stationary ,advertisement and publicity, Depreciation on banks property, Directors fees allowance and expenses , Auditor Fees and expenses including branch auditors , law charge , postage ,telegram, telephone etc.

RATIO ANALYSIS

Financial Ratio Analysis

Financial ratio analysis is the calculation and comparison of ratios which are derived from the information in a company's financial statements. The level and historical trends of these ratios can be used to make inferences about a company's financial condition, its operations and attractiveness as an investment.

Financial ratios are calculated from one or more pieces of information from a company's financial statements. For example, the "gross margin" is the gross profit from operations divided by the total sales or revenues of a company, expressed in percentage terms. In isolation, a financial ratio is a useless piece of information. In context, however, a financial ratio can give a financial analyst an excellent picture of a company's situation and the trends that are developing. A ratio gains utility by comparison to other data and standards. Taking our example, a gross profit margin for a company of 25% is meaningless by itself. If we know that this company's competitors have profit margins of 10%, we know that it is more profitable than its industry peers which is quite favourable. If we also know that the historical trend is upwards, for example has been increasing steadily for the last few years, this would also be a favourable sign that management is implementing effective business policies and strategies.

Financial ratio analysis groups the ratios into categories which tell us about different facets of a company's finances and operations. It is imperative to note the importance of the proper context for ratio analysis. Like computer programming, financial ratio is governed by the GIGO law of "Garbage In...Garbage Out!" A cross industry comparison of the leverage of stable utility companies and cyclical mining companies would be worse than useless. Examining a cyclical company's profitability ratios over less than a full commodity or business cycle would fail to give an accurate long-term measure of profitability. Using historical data independent of fundamental changes in a company's situation or prospects would predict very little about future trends. For example, the historical ratios of a company that has undergone a merger or had a substantive change in its technology or market position would tell very little about the prospects for this company. Credit analysts, those interpreting the financial ratios from the prospects of a lender, focus on the "downside" risk since they gain none of the upside from an improvement in operations. They pay great attention to liquidity and leverage ratios to ascertain a company's financial risk. Equity analysts look more to the operational and profitability ratios, to determine the future profits that will accrue to the shareholder. Although financial ratio analysis is well-developed and the actual ratios are well-known, practicing financial analysts often develop their own measures for particular industries and even individual companies. Analysts will often differ drastically in their conclusions from the same ratio analysis. An overview of some of the categories of ratios is given below.

1.

Liquidity Ratios which give a picture of a company's short term financial situation or solvency. Liquidity Ratio include two ratio:-

1.1

Current Ration or Working Ratio: This Ratio explain th

relationship between current assets and current liabilities of a business. Formula : Current Ratio= Current Assets/Current Liabilities Current Year Ratio= 24,35,710+ 1,26,51,442+1,31,13,050+1,17,94,783/ 24,05,880+17,80,282 = 3,99,94,985/41,86,162 = 9.5:1 Previous Year Ratio=18,40,691+90,42,130+1,32,92,420+1,03,38,914/11,70,454 = 2,52,09,155/30,05,644 = 8.3:1

Interpretation: This ratio is used to assess the firms ability to meet its short term liabilities on time . According to accounting principal a current ratio of 2:1 is supposed to be ideal. It mean that current assets of a business should , at least, be twice of its current liabilities. Current Assets: Cash in Hand + Cash at Bank+ B/R + Short term investment + Debtors + Stock + Raw Material + Prepaid Expenses. Current Liabilities: Bank overdraft+ B/P + Creditor + Provision for Taxation + Proposed Dividend + Unclaimed Dividend + outstanding expense + Loan payable with in a year. 2.2 Quick Ratio or Acid Ratio : Quick Ratio indicate whether the firm is in a position to pay its current liabilities with in a month or immediately .As such the quick ratio is Caluclulated as: Formula : Quick Ratio= Current Year Ratio= Liquid Assets/Current Liabilities

1,50,87,152/41,86,162

= 3.6:1 Previous Year Ratio = 1,08,82,821/30,05,644 = 3.6:1 Liquick Assets = Current assets Stok- Prepaid expenses. Interpretation: An ideal quick ratio is used to be 1: 1 if it is more , it is considered to be better . The idea is that for every rupee of liquid assets. This ratio is a better test of the short term of the financeial position.

2.

Solvency Ratios : which give a picture of a company's ability to generate

cashflow and pay it financial obligations.
2.1 Debt Equity Ratio : This ratio expresses the relationship between long term

debts and share holders Fund . It indiacate the proportion of the fund which are acquired by long term borrowing in comparison to shareholder funds. This ratio is calculated to ascertain the soundness of the long term financial policies of the firm. Debt Equity Ratio= Debt/ Equity or Long Term loan/ Share Holder Funds Long Term Loan= These refer to long term liabilities which mature after one year. These include Debenture , Mortgage Loan Bank Loan , Loan From Financial institution and public deposit. Share Holders Funds = These include Equity share capital, Preference share capital , securities premium , general reserve , Capital Reserve, other Reserve and credit balance of profit and loss account . Hoe ever accumulated losses and fictitious assets remaining to be written off like preliminary expenses, underwriting commission, share issue expenses etc.

Debt of the Current Year = 24,85,880 Equity 70,000 +9,99,295+3,52,907+2,04,878= 16,27,080 Current Debt Equity Ratio= 24,85,880/16,27,080 = 1.52: 1 Debt of the Prvious Year = 11,70,454 Equity 70,000 +9,99,295+3,95,139+1,81,225= 16,45,659 Previous Year Debt Equity Ratio = 11,70,454/16,45,659 = .71:1 Interpretation This ratio is calculated to asses the ability of the firm to meet its long term liabilities, generally, debt- equity ratio of 2: 1 is considere safe. If the equity is more that that it show a rather risky financial. In the Bank debt equity relation in current year 1.52:1 and previous year .71:1, so that previous year bank position is very sound in comparison to current year. The debt equity ratio tell me that debt portion more in the bank financial statement.

2.2 Debt to Total Fund Ratio : This ratio is a variation of the debt equity ratio and gives the same indication as they debt equity ratio. In ratio ,debt is expressed in relation to total fund, i.e both equity and debt . It is calculated as under: Debt to Total Fund Ratio = Debt/ Debt+Equity Current Year Ratio= 24,85,880/24,85,880+16,27,080 = 24,85,880/41,12,960

= .60 Previous Year Ratio = 11,70,454/11,70,454+16,45,659 = 11,70,454/28,16,113 = .42 Interpretation: This ratio should be not more than 67%. In the other word, the proportion of long term loans should not be more 67% of total fund. A higher ratio than this is generally treated an indicator of risky financial position from the long term point of view. In Both the year ratio is below 67% so that bank financial position is very sound. But if we are comparison between both year than that previous year financial position is good.

2.2

Proprietary Ratio: This ratio indicator the proportion of total fund

provided by owner or shareholder. It is calculated as under. Proprietary Ratio= Equity/ Debt+ Equity

Current Year Ratio= 16, 27,080/24, 85,880+16, 27,080 = 16, 27,080/41, 12,960 = .40 Previous Year Ratio = 16, 45,659/11, 70,454+11, 70,454 = 16, 45,659/28, 16,113

= .58 Interpretation:- This ratio should be 33% or more than that. In other words, the proportion of shareholder funds to total funds should be 33% or more . A higher proprietary ratio treated an indicator of the sound financial position from long term point of view, because it means that the firm is less dependent on external source of finance. The bank very sound position and it is less dependent on external source of fund.

Operational Ratios which use turnover measures to show how efficient a company is in its operations and use of assets.

3.

Profitability Ratios which use margin analysis and show the return on sales and capital employed. The main objective of the business to earn profit. A business must earn adequate profit in relation to the capital invested in it. The efficiency and the success of a business can be measured with the help of profitability ratio.

The following are the important profitability ratio:(A) Gross profit Ratio (B) Net Profit Ratio (C) Operating Ratio (D) Return on Shareholders investment or R.O.I (E) Return on Equity OR R.O.E

Return On Shareholders Investment: The ratio reflect the overall profitibilty of the business . It is calculated be comparing the profit earned and the capital employed to earn it. This ratio is usually in percentage and is also known as Rate of Return OR Return On capital Employed or Yield on capital . The ratio is computed as under:Return On Investment :- Profit before Interest, Taxand dividends/Capital Employe*100 Capital Employd :- Equity Share Capital + Preference Share Capital + All Reserve + P/L Balance + Long Tern Loans Ficititous Assets ( such as preliminary expenses tec.) Nonoperating Assets like investment made outside the business. Interpretation:- Since profit is the overall objective of a business enterprise, this ratio is a barometer of th overall performance of the enterprise. It measure how efficiently the capital employed in the business is being used. In other words, it is also a measure of the earning power of the business is being used. In other word , it is also a measure of the earning power of the net assets of the business. Even the performance of two dissimilar firm may be compared with the help of the ratio.

Return On Equity:- Equity shareholder of a company are more interested in knowing the earning capacity of their funds in the business. As such this ratio measure the profitibilty of the fund belonging of the equity shareholder. Since the profit available to equtty shareholder will be the profit left after payment of interest, taxes and dividend on preference share capital, the ratio is computed as follows: Return On Equity:= Net Profit(After interest,tax,and preference Dividened)/Equity shareholder funds*100 Equity shre holder funds= Equity share ccpital + All Reserve + P/L a/c Balance Ficitious Assets( such as prlriminary Expenses ect)

SWOT ANALYSIS

S Strength W Weakness O Opportunity T- Threat

Strike the iron when it is hot It was a great experience for me to have the summer training in BARODA GRAMIN BANK UTTAR PRADESH To conclude my observation regarding BARODA GRAMIN BANK UTTAR PRADESH I had undertaken a topic to give a good report that is really beneficially for me. I therefore, had an opportunity to give my views and opinions about BARODA GRAMIN BANK UTTAR PRADESH through this project report. I have expressed this through a very important technique called SWOT analysis. Here are the findings and observation:-

1. STRENGTHS:
A hard nut to crack: To manage such a big organization, is really a tuff work and the officials and the departmental heads have well managed it.

 Like King, like subject Not only the top management and other officers but also the lower level employees are very cooperative, energetic, and effective and dedicated for their work. NO pain, no gain: The various department heads and the other officials are doing great efforts and hard work for the improvement of the organization and facing the competition. DO good, get well: The employees working over here get a good degree of respect and appreciation for their effort, which in return, motivates them.

2. WEAKNESS:
A little knowledge is dangerous than no knowledge: Some people working over here are not fully aware of the working of the organization and hence they always have to consult each other on even the smallest matters. Great cry, little wool: The working here is to complex i.e. attending the customers daily, taking care of customers problems. But net working capital is very less. Half a loaf, better than no bread:

Some people work in these organizations only because they are getting something in return in the form of salary, which is better than nothing.

3. OPPURTUNITIES:
A drowning man catches on a straw: It gets a good level of assistance from the superiors as well as other staff members when they try to provide some help in the matter which are not meant to be handled, by one own self.

Every potter praises his pot: The people from head office are always on a routine visit to check the working so that they can do much better for more profits. It is of no use to cry up on the split milk: They tend to learn from the past mistakes, which leads to loose sometimes and have proved to be one of the best bottlers of India. Rome was not built in one day: The organization is built with lots of efforts of all the concerned people and they always try to maintain its position. 4. THREATS: Rotten apples injure their companions:

Some people are lethargic and due to lack of strict supervision, they sit as much as they can and do nothing. Birds of a flower flock together The top management takes very less care about the employees development and work for their own facilities.